Leadership Development and Strategic Planning Report - MGT601

This report presents a comprehensive analysis of leadership development and planning, employing the Boyatzis Intentional Change Model within a 2-year strategic framework. The report details the importance of personal and individual leadership development, highlighting how individuals can acquire essential leadership qualities through experience and strategic implementation. It provides a step-by-step breakdown of the Boyatzis model, including the discovery of the ideal self, real self, creating a learning agenda, experimenting with new habits, and receiving support. The report emphasizes the significance of feedback, both given and received, in the leadership development process and provides a critical assessment of the model's effectiveness, addressing strengths, weaknesses, and strategies for improvement. The student reflects on their personal journey, demonstrating self-awareness and a commitment to continuous learning and development. The report also includes a detailed table of contents, introduction, and conclusion, supported by relevant conceptual models and references.

Running Head: Dynamic Leadership
Dynamic Leadership

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Executive Summary
This report discusses leadership development and planning based on a 2 year strategic planning
using the Boyatzis Intentional change model. In here it is discussed why leadership development
is essential at a personal and individual level and how an individual can emerge as a leader by
acquiring proper qualities through experience and strategies. The Boyatzis intentional change
model is one such model that supports the leadership development framework through steps of
critical analysis and is subjected to giving and receiving feedbacks on the application. It is
discussed here how this model analyses individual development and its critical analysis.

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Table of Contents
Introduction......................................................................................................................................4
Leadership development planning...................................................................................................4
Feedbacks Given..............................................................................................................................8
Feedbacks Received.........................................................................................................................9
Conclusion.....................................................................................................................................10
Conceptual Models........................................................................................................................11
References......................................................................................................................................15

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Introduction
Change has always been a key issue in terms of personality development. For more specific tasks
such as leadership development and planning it is of extreme importance that the person
concerned is aware of the traits that need to be worked on and the ones that need to be eliminated
totally (Blatt & Bless, 2013). A change model such as the one that I have chosen here, Boyatzis
Intentional Change Model works in many ways to transform a person into a leader. Recognized
by scholars all over the world this model has not only been implemented for personal growth but
has also been able to provide clarity to the person concerned. For me, leadership development
goes hand in hand with personal development and in reality interdependent. The quality that a
great leader has is not only witnessed through their performance but also through the collective
growth of the team and has quite a few specific traitsthat have to be acquired to attain the desired
goals. In terms of goal setting the Boyatzis Intentional Change Model aligned with a 2 year plan
to carry on the change and bring in the transformation is critically analysed here at a personal
level and how it has proven to be effective so far. Explanation for choosing the time span
mentioned along with relevant issues linked to the change models have also been described in
details to provide an outlook of how this model has to be used and can be implemented through
simple steps to bring in the change. It will also provide insight on what kindof changes in terms
of leadership development and planning one can expect by implementing this model of change.
Leadership development planning
Change isn’t always easy and welcoming in the work environment, upon realizing this early on I
had to choose one of the change models at a personal level to develop myself as a leader (Yoon
&Steege, 2013). I found the Boyatzis Intentional Change Model to be a very useful tool in
addressing issues that were holding me back from having a leadership role in my work
environment. This model with its discovery of ideal self and other aspects of having a deep
reflection on my personal attributes is what has helped to develop a 2 year plan (Komives&
Wagner, 2016). I chose to adopt this change model and develop a 2 year plan to ensure that I
give myself sufficient time to improve while gaining necessary feedback for betterment. It is also
because I believe in improvising wherever need be that I chose a 2 year plan instead of 5 or 10

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years, so that if the model needs to be changed upon feedback and doesn’t seem to work, I could
venture into a different one (Byrnes, 2013). As a student, I would need to constantly seek
feedback to understand if the change model adapted is working for me or not. Boyatzis
Intentional Change Model has five basic steps including discovery of ideal self, discovery of real
self, creating a learning agenda, experimenting and practicing new habits and getting support.
Fig 1- Boyatzis Intentional Change Model
Source: Student
Discovery of ideal self- This is the key step for adopting this model. Boyatzis Model describes
this step to be a clear idea of what I would like to become. This is to ensure that the gap that is
often present between the real self and the ideal self is clearly identified at the beginning of
change (Boyatziset al. 2013). This is part where I had to have a clear vision of who I wanted to
become as a leader and making sense of everything that I’d like to achieve, both in short-term
and long-term. This is also the phase to completely discard goals which do not mean as much as
the others or they could bring distraction in the long term. For this phase of the plan, I solely

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focused on the qualities that I would like to achieve as a leader. I knew that the commitment and
passion that I have instilled within would have to reflect through my work and it would only be
possible to achieving these qualities which included great communication, decision-making
capability, delegation and empowerment (Boyatzis& Howard, 2015). These are some of the
qualities that I have been meaning to achieve through this leadership planning model.
Discovery of Real Self- Being human we all have flaws and good characteristic traits which
enables us to operate at the level we do. This real self is what is either dragging a person down or
keeping someone at a stagnant level of performance (Martin et al. 2014). I was quick to use this
step to analyse my strengths and weaknesses. The weaknesses that I have which could hinder the
leadership development plan is low execution, delay in delivery of projects, low confidence, all
of which resulted in being an obstacle to the course of leadership development. I also realized
my strengths at the same time,I was able to engage people in conversation, could generate new
ideas in a short span to time, good problem solving ability and the intention to have honesty and
integrity through every step of the process, (Mason et al. 2014). This clear distinction between
my weaknesses and strengths helped me have a clear goal for my learning agendas that would
help me to overcome my weaknesses while using my strengths.
Creating a learning agenda- This part of the Boyatzis Intentional Change Model clearly states
that this is where the learner can align future visions with present reality. To move from the real
self towards the ideal self, it is necessary to learn how to overcome the analysed weaknesses. As
it is easy for me grasp concepts and develop new ideas or generate thoughts on it, I could use that
to overcome the weakness of low execution by assigning a certain time after the class to write
down my thoughts for the topic that has been recently discussed (Van &Kram, 2014). This step
would be followed by making notes of the topic later on at home which would only help
memorize and understand the topic in depth. I had to find out my learning style for this and I
wasn’t one to read a topic over and over again but understanding the mechanism of it at the
deepest level and retain it. For this I assigned a time everyday to practice questions based on the
topic discussed after a quick read and note making session. This was done to counter the low
execution capability and quickly helped resolve it. I also employed other means to develop more
confidence and deliver projects within deadline (Jack et al. 2013).

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Experimenting and Practicing- This is an active phase of the Boyatzis Intentional Change Model.
This part is where the learner is supposed to execute the ideas from the other phases. As it was
clear to me that I could easily retain what I learnt earlier, I had to put it to practice. To reinforce
the changes that I made based on my strengths and weaknesses I started including them every
day, one small step at a time. Firstly I started to assign time to complete projects which are due
to ensure they are completed in time. Just so I don’t delay it, I broke each assignment into small
parts and started doing working on them early on (Boyatziset al. 2015). Once I was able to
complete an assignment within deadline, I started gaining more confidence in my work. This
helped me develop a habit of engaging with my classmates to discuss assignments for group
projects and such. This part helped in several ways. Firstly, I was able to communicate with my
team mates and break big chunks of the assignment in parts and distribute them among the group
members while ensuring that I remained fully informed about the entire assignment to ensure
every part of it is being worked on. This helped develop a sense of leadership which then boosted
my self-confidence to do my part efficiently as well (Zepeda, 2013). This entire experimenting
process wouldn’t be successful without proper strategies, as the weaknesses identified earlier
was concerned with low confidence and delay in completion resulting from poor execution, I
implemented certain strategies to counter them. As I started to assign time blocks of the day to
dedicate it to assignments or learning, with time I could increase the time span of concentration
and learning. In the same way I assigned time blocks to help my classmates with their doubts
which did not only boost my confidence but also ensure that I had the concept in question
completely in my grasp and helped me better understand it in the process (Ezzatet al. 2016).
Getting Support- Having support can make any journey of change seem easier, it felt the same
way for me. I believe developing me as a leader is not only having to manage large groups and
delegate successfully, but also helping others in the group shine and develop them in turn. This
concept of collective development is one which has stayed with me and I will bring along for this
2 year plan. As important as individual development is, it is not very easy to stick to the routine
for new habits and it is equally easy to fall off the wagon (Shek, 2013). To ensure that I stayed
on the right track and could truly become a leader who would be able to boost confidence, help
other innovate, finish work with honesty and integrity and have proper accountability, I involved
others in my journey as a support system, my family, friends and my class mates. Every time I
came across an obstacle or didn’t feel like completing an assignment for the day, I tried to seek

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help, talk it out with someone and tell them how important this is for me and my enthusiasm and
confidence was renewed. It is not easy to welcome any sudden change in life, but to make small
changes every day is a great place to start (Chowdhury, 2013). Once my well wishers were able
to see the fruits of the change model, they too grew keen on understanding how it worked. The
model proved its capability to transform me into a developing leader through the projects that I
was able to complete since the day I started and helping me to do the same even to this day.
Feedbacks Given
Constructive feedbacks are of great importance to anyone as they are not only able to identify the
mistake but also provide a suggestion to correct it, whereas critical feedbacks can be straight-out
arrogant (Ogurlu& Emir, 2013). I kept this in mind while I provided any feedback to the people
concerned and acknowledged the underlying issues that were relevant to it. Some of these
feedbacks although critical in nature were also at the same time suggestive that if the receiver
needed any help with correcting the issue, I would be available to help them out. As I started
developing through the course of this change I was able to provide insightful feedback to my
team mates in case of group assignments that to my knowledge were well received. For instance
during one such project, one particular person in the team was unable to complete the part
assigned for her. I acknowledged this issue early on when she failed to provide the draft concept
and confronted her for the issue and suggested top assign small time blocks of 25 minute to each
step of the assigned topic. This helped by having her complete the project in time. This was done
in absolute confidence to discourage any issues of low-self esteem between me and her and
helped to keep her on track (Pulset al. 2014). Another instance would be when a class mate came
up to me after I had submitted my assignment to have a better understanding of how I
approached the topic and finished it, this time, I got the chance to explain the topic in a brief
amount of time which helped him complete his assignment. But not all feedbacks are just
positive talks and explanations, some are well critical of actions taken by others. During a
personal project between me and my friends which was about arranging a big event, several
duties were assigned to each of us. There was no clear leader among the bunch of us but within a
few days, everything seemed to be uncoordinated and the event was about to fall flat. At that
point in time, I took the responsibility of informing all the people involved as to how their daily
personal activities have delayed the crucial event and how it can be managed while seeking

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advice from them. This was very well received to my surprise and I was assured that upon a
meeting we will re-distribute the jobs and get it done in time. This time around I kept a check
and every bit of that event was taken care of, from booking the hall to food etc.
Feedbacks Received
As important as it is to provide feedback to assess whether the changes that have taken place
have been truly able to transform the desired behaviours, it is also important to understand if they
have had any implications or not (Cavazotteet al. 2013). For me, through the Boyatzis
Intentional Change Model, I have been able to learn a lot from the feedbacks that I received
(Hattie & Yates, 2013). Feedbacks in general can be constructive or just critical in nature that
doesn’t provide any insight to the underlying issues. I have been keeping my friends, family and
classmates informed about this change that I was trying to achieve at a personal level for
accountability and asked for feedback. This was not only important to analyse, if the changes
were reflecting through my behavior or not but also to see if there were any negative
implications of it. With the disclaimer that all criticism will be received as constructive feedback,
I got hold of quite a few. Over the months that I had been implementing these changes, my
friends stated that I started to be more punctual in terms of meeting them, answering to them
regularly which in turn pushed them to do the same out of respect for my time and that they were
able to be more punctual at their place of work and learning. This was definitely a positive
outcome as I was hoping for a negative feedback at this point in time due to the critical feedback
that I had previously provided them with. For my classmates, as they stated, they not only saw
my grade improve overtime but also found it easy to talk to me when stuck with a doubt. This is
extremely important to me as this showed that my group was able to have trust on me. Apart
from this, they also stated that during group projects they found me to be more suitable to
distribute the workload carefully as I was able to talk to everyone individually, see their strengths
and assign the work accordingly which others at the time were not capable of. They also
observed that I was confidently able to explain things to them in the form of easier versions of
topics that I knew about. These changes in my behavior in comparison to the previous ones
demonstrated before implementing the Boyatzis Intentional Change Model (Fakiset al. 2014).

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Conclusion
There are multiple change models available which can be implemented at a personal level to
achieve desired results. For me the Boyatzis Intentional Change Model has proven to be working
aligned to the goals that I set for myself in terms of leadership development. At a personal level I
have observed that I have gained confidence over time and been able to delegate work, assist and
execute with more efficiency than before. The same has been observed through the feedbacks
that I have personally received through this process of change. The 2 year plan for leadership
development implies that I will be working towards my goals of achieving and acquiring all the
leadership qualities. I am better at communicating my thoughts with a positive and critical
approach whenever and wherever, am able to delegate work better and execute at a faster pace
than before. All of these practical experiences have in turn boosted my self confidence and been
able to provide me with great insights on how I can keep working on these and get better with
time. The two year plan is strategized here to keep building these qualities at a personal level and
also be effective in bringing in the same change for those around me. This form of collective
development is an integral part of the Boyatzis Intentional Change Model which incorporates the
people around. This has two different implications, one where these people are also engaged in
the process of change and are themselves motivated to do the same and also to gain feedbacks on
how the learner is doing and provideinsights on what could be done in a better form. Through
feedbacks given and received during the period of bringing in the changes, it has been made very
clear that this model can be very helpful at a personal level and can be used for overall personal
development. As the model suggests getting rid of goals that is irrelevant to the process of
transformation, it helps byproviding a clear vision of relevant goals and to seek a learning
process to eliminate distractions, experiment and practice day to day strategies to incorporate the
changes. This model has proven its efficiency for being a great tool in organic leadership
development and planning.

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Conceptual Models
Fig-2 Marquette DSA Leadership Model
Source- https://www.marquette.edu/student-development/leadership/model.php
This model Developed in the Marquette University shows how through individual development a
community as a whole can be impacted. This model relies on the awareness of self, leadership
foundations, faith, value and ethics to build individual leadership skills. For leadership
development at a group level it focuses on teamwork, communication, problem solving and
conflict management. This model is solely focused on how the journey of building a just society
can begin at an individual level, progress to group level and then effect the community. It
considers inclusion and the engagement with diverse communities to be an integral part of
leadership development that impacts the society.

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Fig-3 Leadership Development Framework & Competency Model
Source-
https://www.kipp.org/wp-content/uploads/2016/11/KIPP_Leadership_Competency_Model.pdf
This model focuses on the competencies and behaviour that are found in a leader in an
organization. It focuses on building leadership through managing people, developing
relationships and the outcomes related to that. This model clearly shows that through
development of relationships and developing skills and strategies to manage people including
goal setting, team leadership, talent development and management of performances, leaders can
emerge within groups of people. It also focuses on developing competencies based on role to
focus on certain skill development only at a time and striving for results. It also suggests
achieving results through continuous learning, critical thinking and problem solving, planning
and execution.