MGT601 Dynamic Leadership - Leadership Plan

This report discusses the leadership skills and capacity needs for becoming a successful and dynamic leader. It focuses on the Whiteman Grow model for personal development and includes a personal development plan based on SMART objectives.

Subject Code and Title: MGT601 Dynamic Leadership
Assessment 2: Leadership Plan
1

Executive Summary
In this report, I have discussed my leadership skills and capacity needs according to the feedback
form, which I have developed in order to become a successful and dynamic leader who can
easily lead any kind of team. For this development two kinds of theoretical as well as practical
models or processes available one is The Whitman Grow model (Jayaraman, et al., 2018) and the
other one is Boyatzis Intentional Change model (Boyatzis, 2018). Among those two, I choose the
Whiteman Grow model, as it fits with my developing criteria so well, according to the feedback
form. On the other hand, the other model does not fit with my requirement appropriately hence, I
rejected that model of self-development. According to the feedback form and after analysing all
of my faults, I think the period of time for self-development can take more or less two years.
Therefore, in this report, I will further discuss my negative points in the context of a perfect
leader and the improvement process along with the selected theory for specific and accurate
guidance about my development. However, I have to develop four or five things like
behaviouretc so that I need that amount of time in order to perform the development process
accurately.
2

Table of Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................4
Chosen time period of development................................................................................................4
The Whiteman Grow model............................................................................................................4
Establish the Goal............................................................................................................................6
Examine the current reality..............................................................................................................7
Explore the options..........................................................................................................................9
Establish the Will...........................................................................................................................13
Conclusion.....................................................................................................................................15
Reference List................................................................................................................................16
Appendix: Peer Feedback Form....................................................................................................17
3

Introduction
A dynamic leader who can perform dynamic leadership contains many good qualities related to
leadership and as well as related to personal development (Suñol, et al 2016). So in order to
become a dynamic as well as a good leader also I must take some steps to improve myself as
according to a feedback form, which says that about the sections where I need to put some effort
to improve that, to become a good leader. So in that sense, personal development in many sectors
like behavioural, etc. is needed, which is keenly discussed in this report (Stewart, et al 2018).
Chosen time period of development
For developing the dynamic leadership capabilities that must develop in order to become a
successful leader working in reputed organization, I have chosen a period of 2 years (18 months).
This time period would support the chosen personal development model, the Whiteman Grow
Model in the best possible manner. The time period is chosen based on the required skill and
capabilities development needs identified through the peer feedback form as attached in the
appendix.
The Whiteman Grow model
Business coaches as Graham Alexander, Sir John Whitmore and Alan Fine were originally
established and developed this type of model of self-development in the time of 1980 (Whitman,
et al, 2018). Some people are lucky to have a personal trainer and as well as a guide who guides
them in any kind of situation as well as in the case of self-development. However, the other
people like me have to develop this type of developmental skill by his own energy as well as
upon own will also. In this type of case, this model has mainly come into action ((Ryan, et al
2017).).
4

Figure: The Whiteman Grow model
Source: (created by author)
According to this method, this method actually works by generating a good and positive
approach as well as thinking in the participant that is me and this will energise as well as give
confidence too to make the developmental journey complete in a very well significant as well as
systematic manner. According to this model of personal development, I have to choose my goals
or objective or so-called fields in which I need development; I can decide this goal according to
the feedback form(Tattum, &Tattum, 2017). Then in the next step, I have to understand my
current situation and position in the context of those selected goals, which can eventually show
or determine my present position on the onset of development. Afterwards, the next step is to
choose the options that mean in this step (Boud, &Soler, 2016), I have to choose or select the
proper ways or paths to reach my goals or to achieve my objectives. At last, the last and the
most important step is to establish the determination, which will energise me during the whole
journey of development, it means that the most important step is the final step which is to
generate a determination in myself. Many works remain incomplete just because of the absence
5

of a will. Hence, I have to be sure that I generate a much strong will which will guide me through
the whole process of development and also will help me to overcome any type of obstacles that
come in my way during the process of self-development.
From the tests conducted, I found that I always try to include all the people or the teammate in
the works that are undertaken. I do not tend to ignore my team mates and make sure their
opinions are being taken into account. Moreover, I always try to anticipate future happenings. I
like to move forward by taking into account all the possible consequences that might come up in
the future I also like to find out the qualities present within individuls. I always try to motivate
all the people around me.
This model is demonstrated with the effective role of a coach person who may or may not aware
of the client position, in this particular case, I have become the client (Faris, 2018). This kind of
situation actually will help me during development as the coach will act as a facilitator in my
development process who will definitely help me to find right and proper ways to reach my
goals, rather giving any kind of advice or direction. In that, particular case where leaders lead
their team members and act as a mentor in his team, in those cases this application of this model
is still under judgement. Whereas the model also works as a conclusion tool, which will help the
person to draw a conclusion for himself, rather putting some conclusions just over of his head. In
the following sections, the personal development plan is detailed according to the Whiteman
Grow model
Establish the Goal
From this step, the initiation of the process of self-development through the Whiteman Grow
model takes place. In this step, I will choose my goals or objectives on which I have to do work
in order to improve according to the feedback form. So according to the feedback form, my
selected goals or objectives are as follows in the form of SMART objectives:
Objectives Specific
(S)
Measurable
(M)
Attainable
(A)
Realistic
(R)
Time-bound
(T)
Improvement needed
in seeking input from
all the team members
Yes Yes Yes Yes Within the
next 6
months
6

To treat people fairly
without any kind of
bias.
Yes Yes Yes Yes Within a time
period of 12
months
The supportive
mentality should be
developed in order to
maintain the team
environment by
rewarding and
collaborating events.
Yes Yes Yes Yes Within a time
period of 18-
24 months.
Should consider the
effect of action and
decisions upon other
departments before
taking any action on
this
Yes Yes Yes Yes Within a time
period of 6
months.
Should support and
recognise the work of
other departments.
Yes Yes Yes Yes Within the
time of 6
months.
Should encourage and
energise others in
order to express their
viewpoints and
thoughts.
Yes Yes Yes Yes Within a time
period of 12
months.
Must have the strength
to deal with any kind
of problems or
conflicts effectively.
Yes Yes Yes Yes Within a time
period of 18
months.
Should treat everyone Yes Yes Yes Yes Within a
7

with respect as well as
without bias.
time period
of 12 months.
Must improve the
skills of leadership
behaviours.
Yes Yes Yes Yes Within a time
period of 24
months.
Examine the current reality
In this step, in the process of self-development, I will analyse my current or present situation on
the selected goals or on the objectives (Stebbins, 2017).
At present, I am unable to utilize my full team according to their potential as well as their
strength also, as I cannot or I am unable in the case of seeking input from all of the members in a
team. As a result, the overall performance as a team becomes downward directed. Therefore, I
have to do work on this section if I want to become a dynamic leader who can seek inputs from
each of the members in the welfare of the team according to their ability, to achieve
This quality I can take some steps like those that I can do involve in conversation with each of
member much more to seek input from them and to make the team in its full strength
(Oppenheimer, 2015).
At present due to some kind of conditions or any kind of unawareness of myself, I treated
members of my team in a biased way. However, I am not actually intended to do that, but
according to the feedback form, I did that kind of things. So to overcome that I have to be
concentrated each and every time when I dealing with my team members respectively (Sol,
2016).
However, according to the feedback form, I do not have a supportive mentality in order to
maintain the team environment or to support their work. Nevertheless, to be a team person and a
good leader should support and maintain the environment of the team. This can be done by
enhancing the time to interact with the members as well as also to treat them as my friends
sometimes.
8

According to the feedback form, I may always think about the success of my own department
and take any such decisions, which are needed for that, I do not consider anything else. However,
it is not as good for the overall growth of the company as any kind of decision taken by me can
be problematic for any other department of my company. Therefore, I should consider the
decisions along with under consideration with other departments.
I may or may not recognise or support the work of others in another department, according to the
feedback form. In order to become a successful leader, I must consider their work and should
encourage them by simply giving much more time in the context of interacting with them in the
other departments, which also leads to a better relationship.
The feedback form says that I may not participate in any kind of motivational events for my
members, which can energise them. Therefore, to solve that issue I must take part in seminars or
meetings and in personal talks through which I can motivate or energise them easily.
According to that feedback form as a leader, I do not have the skill to face any kind of problems
at any conditions. So to recover from that I must enhance my viewpoints and way of thinking in
order to generate new ways.
That feedback form also says that sometimes I treated people or members with a biased
treatment, which is not good as a leader and as for the team also. So to recover from that I have
to be concentrated and in the calm state during the interaction with others.
According to the feedback form, I also do some improvements in the leadership role-playing, of
the department. Such as I have faults in that, I may not provide developmental opportunities to
my members, which can be mitigated just by interacting with them on this sector in details. I also
may not support the members in community activities and events and in company activities,
which also can be solved easily by the help of establishing a good relationship between my
teammates and me. Also, doing much more interaction with them, also the form claims that my
words are not consistent with my behaviour and actions however to solve this I have to be
attentive during conversation and during any kind of action taking the event. The form also
outlines that I am not enough trustworthy, however, this type of claims can be resolved by taking
part in any kind of trust gaining event. Furthermore, this form strongly denies that I am not an
ideal role model for continuous improvement and also I use the authenticate boss style with my
9

team members, this can be solved just by updating myself and also with the help of spending
some more time with my team members. This form also claims that I provide bad customer
service and make the deals with issues, and unable to specify the role and purpose of work for
the welfare of my team. However, this can be resolved if I will be able to increase my attention
during work and deal time and if I will be able to interact with my team member in a very
effective manner like interactive way.
Explore the options
Objectiv
es
Actions
can be
taken
If
constrain
ts are
removed
Advanta
ges
Disadvan
tages
Factors
used to
weigh
the
options
Preventi
on from
doing
Obstacle
s
Improve
ment
needed
in
seeking
input
from all
the team
members
The rate
of
interactio
ns with
the team
members
can be
increased,
relationsh
ip with
the
members
can be
better by
doing
regular
conversat
The
chance of
arrival of
a
constraint
I low.
The main
advantag
e of this
is this
method
improved
the
relationsh
ip
between
me and
other
members.
Sometim
es, it can
be a time-
consumin
g method.
Mainly
the time
and the
urge of
myself
and also
other
members.
My
attitude
or my
behaviour
or
sometime
s the
behaviour
that I
accept
from
others.
Almost
none.
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ions.
To treat
people
fairly
without
any kind
of bias
I should
take
admissio
n in
classes
related to
this
problem.
The
chance of
arrival of
a
constraint
I low.
It will
help to
treat
people
unbiasedl
y.
It will
take some
time.
Mainly
the
quality of
the class.
Sometim
es, the
responses
that I get
from the
others.
Almost
none.
The
supporti
ve
mentalit
y should
be
develope
d in
order to
maintain
the team
environ
ment by
rewardin
g and
collabora
ting
events.
I should
attend the
seminars
and
meetings
and
lectures
regarding
this and
also do
communi
cate well.
The
chance of
arrival of
a
constraint
I low.
It will
help to
improve
the
supportiv
e
mentality
towards
the team
members.
The
disadvant
age of
this is
negligible
.
The
quality of
the
seminar
or
meeting
or
lectures.
If the
team does
not
support
me in this
situation.
Almost
none.
Should I should Almost It will Little The The acts Can arise
11

consider
the
effect of
action
and
decisions
upon
other
departme
nts
before
taking
any
action on
this
take part
in any
kind of
online or
offline
sessions
and also
have to
be
attentive.
none help to
interact
and
understan
d about
the other
departme
nts and
their
works.
time
taking
quality of
the online
and
offline
sessions.
of other
departme
nts.
during
the deep
interactio
n with the
other
departme
nt’s
leaders, if
they do
not want
that.
Should
support
and
recognis
e the
work of
other
departme
nts.
I should
attend the
seminars
related to
this and
should
collect
data
about it.
If the
other
departme
nts do not
want to
share
things.
It will
make me
supportiv
e in
nature
also with
the other
departme
nt also.
Almost
none.
The
quality of
the
seminar
and
alsomy
own urge.
If they do
not
cooperate
with me
in this
process.
Many
departme
ntal heads
do not
show this
mentality.
Should
encourag
e and
energise
others in
I should
communi
cate with
my
teammate
Almost
none.
This will
improve
team
performa
Negligibl
e.
The
quality
and
quantity
of the
If the
members
do not
cooperate
Cooperati
on related
problem.
12

order to
express
their
viewpoin
ts and
thoughts.
s more
freely and
also take
part in
the
sessions.
nce. members
and also
the
session
quality.
with me.
Must
have the
strength
to deal
with any
kind of
problems
or
conflicts
effective
ly.
I should
take part
in
discussio
ns and
sessions
to
improve
this
quality.
Almost
none.
This will
give me
the
quality to
deal with
any kind
of tough
situation.
Negligibl
e.
The urge
and
interest in
myself.
Nothing. The
quality of
the
session
related
issues.
Should
treat
everyone
with
respect
as well
as
without
bias
I should
take
admissio
n in
classes
related to
this
problem.
Low. It will
help me
to treat
people
equally.
Time
taking
the
quality of
the class.
None. The
people’s
attitude
or
behaviour
can be an
obstacle.
Must
improve
I should
take part
Low It will
help to
Longtime
taking
The
quality of
Almost The
process
13

the skills
of
leadershi
p
behaviou
rs.
in active
and good
quality of
sessions,
classes,
seminars,
meetings
and
lectures.
convert
myself
into a
good
quality
leads and
dynamic
too.
procedure
.
the
classes
and
seminars
and
lectures
and my
urge.
none. sometime
s gets
difficult.
Establish the Will
Objectives Further
actions
Time
required.
Restrictions Self-
motivation
Progress
review
Improvement
needed in
seeking input
from all the
team
members
I can take
part in
conversations
with the
members to
get
knowledge
about their
strengths so
that I can
seek input
from them.
More or less
6 months
Sometimes
those
members who
can not
participate in
the
conversation.
Keep myself
motivated by
reading
motivational
quotes and
books.
Weekly.
To treat
people fairly
I can be much
more
More or less Not much. Keep myself
motivated by
Weekly.
14

without any
kind of bias
attentive
during
interaction
with any
people.
3 months. Thinking that
I can do it.
The
supportive
mentality
should be
developed in
order to
maintain the
team
environment
by rewarding
and
collaborating
events.
I should
involve in
much more
effective
conversations
with my team
members.
24 months Sometimes
those specific
introvert type
of members
of the team.
BY reading
motivational
quotes.
Daily.
Should
consider the
effect of
action and
decisions
upon other
departments
before taking
any action on
this
I should
involve in the
discussion
with other
departments
in order to get
knowledge
about them.
12 months. Almost none. By attending
sessions
which
motivates me.
Weekly.
15

Should
support and
recognise the
work of other
departments.
I should
prepare
myself
mentally to
applause
other’s efforts
and support
also.
12 months None By attending
motivational
seminars.
Weekly
Should
encourage
and energise
others in
order to
express their
viewpoints
and thoughts.
I should take
part in
conversations
with others
which can
make them
free.
6 months None By watching
or interact
with other
good leaders.
Daily
Must have
the strength
to deal with
any kind of
problems or
conflicts
effectively.
I have to earn
knowledge
about solving
methods from
books.
12 months None By watching
or interact
with other
good leaders.
Monthly
Improvement
needed in
seeking input
from all the
team
I should
involve in
talks with
members
which will
18-24 months None By attending
motivational
sessions.
Monthly
16

members help them to
give their
100%.
Must improve
the skills of
leadership
behaviours.
I have to take
guidance
from a
dynamic
leader on this
part.
12 months. The quality of
the guidance.
By watching
the stories of
successful
leaders.
Monthly
Conclusion
After making this report I have a very clear idea about my flaws and have a very clear idea about
the methods through which I can remove them, and about the advantages and disadvantages and
the time. Also, get an idea about self-motivation. However, I can become a dynamic leader after
improvement and after getting rid of all of my negative points. Therefore, this kind of report
making event also gives me confidence.
17

Reference List
Boud, D., &Soler, R. (2016). Sustainable assessment revisited. Assessment & Evaluation in
Higher Education, 41(3), 400-413.
Boyatzis, R. E. (2018). Coaching With Intentional Change Theory. Professional Coaching:
Principles andLu, C.,
Faris, J. (2018). Some reflections on process, relationship, and personal development in
supervision
Jayaraman, B., Whitman, J., &Chowdhary, G. (2018). Sparse convolution-based markov models
for nonlinear fluid flows. arXiv preprint arXiv:1803.08222. Practice.
Oppenheimer, S. C. (2015). U.S. Patent No. 9,224,096. Washington, DC: U.S. Patent and
Trademark Office.
Ryan, R. M., &Deci, E. L. (2017). Self-determination theory: Basic psychological needs in
motivation, development Tattum, D.,&, and wellness. Guilford Publications.
Sol, J. (2016). Peer evaluation: incentives and coworker relations. Journal of Economics &
Management Strategy, 25(1), 56-76.
Stebbins, R. A. (2017). Personal Development Through Leisure. In Leisure’s Legacy (pp. 135-
153). Palgrave Macmillan, Cham. In Perspectives on supervision (pp. 91-112).
Routledge.
Stewart, P., Greene, D., & Coke, S. (2018). Effects of a Peer Evaluation Technique on Nursing
Students’ Anxiety Levels. Nurse educator, 43(4), 219-222.
Suñol, J. J., Arbat, G., Pujol, J., Feliu, L., Fraguell, R. M., &Planas-Lladó, A. (2016). Peer and
self-assessment applied to oral presentations from a multidisciplinary perspective.
Assessment & Evaluation in Higher Education, 41(4), 622-637.
Tattum, D., &Tattum, E. (2017). Social education and personal development. Routledge.
Whitman, J. S., & Haddock, L. R. (2018). Skill Development in Counselor Education: A
Comprehensive Workbook.
18

Appendix: Peer Feedback Form
Using the following rating scale, please highlight the number that best
reflects your rating of your peer’s performance during the past year.
Rating Scale
1 Unacceptable
2 Needs improvement
3 Meets standard
4 Exceeds standard
5 Outstanding
6 Have not experienced or observed
Valuing Behaviors
Seeks input from all team members 1 2 3 4 5 6
Measures results instead of individual styles 1 2 3 4 5 6
Maintains a balance between "people" issues and 1 2 3 4 5 6
19

"business" issues
Shows genuine concern for team members 1 2 3 4 5 6
Keeps the focus on fixing problems rather than finding
someone to blame
1 2 3 4 5 6
Treats people fairly, without showing favouritism 1 2 3 4 5 6
Cares about me 1 2 3 4 5 6
Protects confidentiality 1 2 3 4 5 6
Recognizes and rewards my individual contributions in
a manner meaningful to me
1 2 3 4 5 6
Interdependent Behaviors
Supports a team environment by recognizing and
rewarding collaboration, cooperation and activities
contributing to others' success
1 2 3 4 5 6
Recognizes and rewards team-supportive actions and
behaviours
1 2 3 4 5 6
Doesn't criticize those who are not present 1 2 3 4 5 6
20

Considers the impact of actions and decisions on
other departments before implementing
1 2 3 4 5 6
Recognizes and supports the work of other
departments
1 2 3 4 5 6
Communication Behaviors
Encourages others to express different ideas and
perspectives
1 2 3 4 5 6
Is open to other perspectives and is willing to change
his or her position when presented with compelling
information
1 2 3 4 5 6
Is open to negative and/or constructive feedback 1 2 3 4 5 6
Keeps me informed on the status of my work and
updates in the organization
1 2 3 4 5 6
Gives open and constructive feedback 1 2 3 4 5 6
Effectively deals with conflict 1 2 3 4 5 6
21

Lets me know how I am doing 1 2 3 4 5 6
Involves me in decision-making when appropriate 1 2 3 4 5 6
Sets a clear direction for our department 1 2 3 4 5 6
Valuing Diversity Behaviors
Ensures that department activities are inclusive by
verifying scheduling needs
1 2 3 4 5 6
Seeks input/feedback from diverse individuals and
groups, including internal and external customers
1 2 3 4 5 6
Treats everyone with respect and fairness 1 2 3 4 5 6
Leadership Behaviors
Encourages and embraces change by challenging
the status quo
1 2 3 4 5 6
Provides cross-functional development opportunities
for team members
1 2 3 4 5 6
Encourages and supports my involvement in training
and development activities and events
1 2 3 4 5 6
22

Encourages and supports my involvement in
community activities and events
1 2 3 4 5 6
Encourages and supports my involvement in company
activities and events
1 2 3 4 5 6
Uses actions and behaviours that are consistent with
his or her words
1 2 3 4 5 6
Is trustworthy 1 2 3 4 5 6
Is a role model for continuous improvement 1 2 3 4 5 6
Uses a coaching management style, rather than an
authoritarian boss management style
1 2 3 4 5 6
Supports me and helps me achieve results 1 2 3 4 5 6
Supports a customer service approach for both
internal and external customers
1 2 3 4 5 6
Deals with issues that need to be addressed 1 2 3 4 5 6
Provides a clear sense of purpose and direction, roles
and responsibilities, for me individually and for our
group team members
1 2 3 4 5 6
23

24

General Feedback
Optional: Type or print your answers; add additional pages if needed. Please
be as specific as possible by including examples.
1. What activities, behaviour, feedback or coaching would you like your
manager to stop doing? Please explain.
I would like to stop the authentic boss like the behaviour of the manager and
also sometimes his irritating activities like charging anyone without proper
reason. For this activity alone the desire to work or the energy for work is to
remain half.
2. List and briefly describe examples of the behaviour, activities, feedback or
coaching your manager has provided that makes your job and work
environment more enjoyable and meaningful to you.
Sometime in the mood of the manager become well for any kind of reason
then he behaves like just good friends, also cracks jokes, sometimes he
throws a party for any reason or also without reason. This makes the
environment more enjoyable.
3. Please provide comments that you feel will be meaningful for your
manager to sustain or improve his or her effectiveness.
The manager should make much more interactions with the members and
also should keep his anger low inside the office premises by attending daily
meditation events.
25