MGT601 Dynamic Leadership Report: Self-Reflection and Development

This report is a comprehensive analysis of dynamic leadership, focusing on the student's personal development journey. It begins with an executive summary highlighting the importance of leadership in the modern globalized environment and the shift from traditional command-and-control approaches to a more strategic and engaging style. The report then delves into the Boyatzis Intentional Change model, outlining its five interconnected steps: self and personal vision, comparing ideal self with real self, a learning agenda, experimentation and practice, and trusting and relationship. The student reflects on their own leadership aspirations, strengths, and weaknesses, and uses the model to create a personal development plan. The report emphasizes self-reflection throughout, providing insights into the student's self-awareness, learning agenda, and strategies for improvement. It also covers the importance of building trust and relationships in leadership, providing a clear understanding of the student's approach to leadership and the steps they plan to take to enhance their leadership capabilities.

Running Head: DYNAMIC LEADERSHIP
DYNAMIC LEADERSHIP
Name of the Student:
Name of University:
Author Note:

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Executive summary
Leaders in organisations are played crucial role in order to create better opportunities for the
companies to enhance proficiency through the help of employees. The advent of globalisation
transcends the activities of leadership to a rapid scale and it expands from its stereotype image of
ordering and monitoring to a strategic tool of motivating and engaging the employees. It requires
huge ability and leadership skills for an individual to develop. Therefore, this report aims to
develop the leadership skill. It is a reflective report where the entire focus is vested on my
leadership development. I am willing to implement the Boyatzis Intentional Change model for
my individual development and make a better communication with the employees.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
Boyatzis Intentional Change models...............................................................................................4
Self and personal vision...............................................................................................................5
Self-reflection..........................................................................................................................6
Comparing ideal self with real self..............................................................................................7
Self-reflection..........................................................................................................................8
Learning and development agenda..............................................................................................8
Self-reflection..........................................................................................................................9
Development plan....................................................................................................................9
Practice desired changes............................................................................................................10
Self-reflection........................................................................................................................11
Trusting and relationship...........................................................................................................11
Self-reflection........................................................................................................................12
Conclusion.....................................................................................................................................13
Reference.......................................................................................................................................14

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Introduction
Leadership is considered to be one of the important factors in achieving success in
professional career. It can be stated that the role of leadership is not only ordering people or
monitoring the work. Rather it is a practice to set example for the rest of the people so that they
can develop their abilities as well. The advent of globalisation leaves a deep impact on the
paradigm of leadership and a number of new concepts are circles around the practice of
leadership nowadays. Therefore, the dynamic aspect of leadership enhances the complexity for
people to develop and nurture their ability to become leaders. According to Barbery and Torres
(2019) the concept of leadership is transforming itself rapidly and the stereotype perception of
ordering and monitoring the workforce is no longer the core aspects of leadership development.
It becomes more of a practice that encourage and accumulate enough information regarding the
employees and influences them to bring more proficiency in organisational culture (Storey,
2016). Therefore, it requires a development of inner self where the leaders has to prepare
themselves professional so that they can take adequate steps to influence the employees
positively.
Based on this understanding, in this report I would like to develop my leadership skills by
following the model of Boyatzis Intentional Change model. The report incorporates the in-depth
analysis of the Boyatzis Intentional Change models and will create a personal argument in order
to justify the choice of this model as personal development.

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Discussion
Boyatzis Intentional Change models
Figure 1: Boyatzis Intentional Change models
(Created by the author)
The International change model is highly associated with the practice of making an
effective leadership development for the benefit of the organisation. There are two aspects on
which the leadership development model of Boyatzis is focused in terms of the emotional
development in the name of emotional intelligence and the behaviours and attitude development
that is associated with the body language and presence of the leaders. According to the research
of Dyck and Lovelace (2018) it can be argued that the most important aspect of the Boyatzis’
model was to incorporate the attitude of the leaders and created some scope for the leaders to

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learn the proper executive of behaviours that can bring a positive impact on the employees.
Moreover, Boyatzis and Cavanagh (2018) opined that the role of the leadership was to dealt with
encouraging the employees through personal development of the leaders. A conscious attempt to
change the way of leader’s interaction with the employees is considered to be one of the key
characteristics of the Boyatzis’ model of international change. In this regard, Dyck (2017)
articulated that the change in the leadership process is also coupled with the notion of trusting
and supportive relationship between the employees and the leaders. As a result of that the
international change will lead towards developing an effective model where the change in
practice can be seen intricately and encompasses the concepts of professional approaches.
The International Change model of Boyatiz is based on five steps that are intricately
creates a development on the leadership approach. Those steps put some focus on the process of
developing the emotion of the people in association with changing the behaviour of the leaders
effectively. One of the important aspect of this model is to create a connection between the
employees and the leaders so that an effective organisational environment can be formulated.
Based on this perception, the five distinct but interconnected steps are self and personal vision,
comparison between real self and ideal self, a learning agenda, experimentation and
practice and trusting and relationship.
Self and personal vision
The purpose of the self and personal vision can be termed as the ‘ideal self’ with the
perception to prepare for competition. The value of the ideal self is so high that it is incorporated
the purpose to evaluate the inner self of a person. The ideal self is an example or the milestone
that a person intends to cope with. It is based on a number of goals and the objectives that are
considered to be the pertinent elements for an individual in order to incline towards a change in

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practice. The core factor of the ideal self is to utilise the personal vision and the trusts that can
shape the moral and well-structured development framework of the leadership personality. In
this context, the article of Zhou, Wang and Wu (2019) advocated about three components of the
ideal self that are corroborated the efforts of developing an outline of the desired leadership. For
instance, the image of the desired future is highly appreciable for the organisation to deal with
the practice of making effective organisational practice. The desired future is identified as the
target for an individual and he or she has to prepare for making that desire a success. Moreover,
Allan et al. (2018) argued that the core identity of oneself is also beneficial for the leaders that is
stipulated with enduring strengths for build a better future. The professional approach and the
achievable target practice is considered to be one of the major aspect for an individual to work
on.
Self-reflection
In response to this, my ideal self is to become a successful leader in doing business. It is
coupled with the practice of ability to identify the challenges in doing a successful alteration and
change in the personal development. Furthermore, the identification of the resources and
required elements can also be identified for the initiation of the change. Therefore, this step is
highly important for me to figure out and address the ideal self properly because the success of
the entire personal development practice relies on the ideal self. The proactive nature and the
confidence will be beneficial to procure a strategic development plan for my personality
development as a leader. It is associated with the practice of stating my goal as a leader.
Therefore, my ‘ideal self’ vision is to execute a good leadership quality that is always prepare to
win over the organisational challenges through the employee motivation and engagement
practice.

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Comparing ideal self with real self
The next step is associated with comparing the ideal self of my existing ability. The
existing self-abilities are termed as the real self where the existing skills of a leader will be
compared with his ambition or set goals. From the research of Shaffer and Freimark (2016) it can
be argued that the real self of a person is intertwined with the concepts of self-awareness of own
internal state and the feedback that can be receive from others. In this regard, interaction with the
people has a major role to play for developing and evaluating one’s abilities and skills. This
phase is a two-step process. The first step is associated with evaluating the inner ability of one
individual. In this respect, communicating with others and underlining the key features of ability
and skills will be relevant enough to compare with the ideal self. The second step is associated
with the practice to compare and contrast with the ideal self so that the fathom or ability to
achieve the goal can be acknowledged properly. In respect to this, Sharp (2019) mentioned that
the comparison between ideal self and real self is highly required for the leaders in order to
understand the strengths and weaknesses. It facilitate a benefit to plan the personal development
with clear idea about the strengths and weaknesses that one will possess. In this regard, the
research of Grisold and Kaiser (2017) articulated that comparing own strengths and weaknesses
with other popular leaders personality can be useful. However, the article of DaviD (2016)
refuting this argument by stating that there is no specific similarities in human behaviour, all the
people have their unique traits to practice. Therefore, it will be futile to compare with others’
personality. In fact, it will be proper to compare own characteristics with the desired goals that
he or she possesses. As a result of that the outcome will be positive and create opportunity to
mitigate the challenges.

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Self-reflection
In this regard, the personal traits of myself are also required a deep insights in order to
create better personal development. For example, I personally is highly optimistic and focused in
my work. As a person of high aspiration I can say that the comparison between my ideal self and
real self will be highly effective in order to make a clear understanding of the my strengths and
weaknesses. One of my major weakness is insecurity and top detail orientation. As a result of
that it will be highly beneficial for me to work on my weaknesses and procure a better measure
for developing my leadership qualities. Moreover, I have pursued advanced MBA degree from
Torrens University. It will also help me to formulate a clear measure of establishing effective
leadership quality with the help of my strengths and by resolving the weaknesses predominantly.
Learning and development agenda
Based on the future plan to develop and the accurate sense of current self, it will be
beneficial for an individual to initiate the development plan. From the research of Haber‐Curran
and Shankman (2018) it can derived that the learning and development agenda is considered to
be the most important aspect for the leaders in terms of executing the futuristic vision and the
personal ability to ensure the success of the personal development practice. Moreover,
O’Sullivan (2017) asserted that the role of the organisation is to deal with the practice of making
an effective approach for developing the personality. The purpose of the personality
development plan is to carry out the shaping the personality of the leaders accompanied with the
change in needs. In other words, it can be stated that the leaders has to focus on the personality
development and the plan is interlinked with the process of developing a personality. In respect
to this, Dyck (2017) argued that this development plan for the personal ability growth has also a
learning orientation where the leader can understand the significance and challenges in the

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process of development. One of the principle factors of this development and learning agenda
was to deal create a better opportunity for the leaders to acknowledge the positive belief that can
boost up the confidence to a great extent. As a result of that the leaders will learn to develop and
facilitate the importance of pro-active nature in leadership including the standards of
performance and change needs.
Self-reflection
In my case the development agenda will put emphasis on the scope of developing and
establishing a solid framework both for my strengths and weaknesses. In response to this, it will
help to make a progress by building up the strengths as my strategic advantage. For example,
through this learning agenda I shall get a clear perception about utilising my strengths for setting
up a clear leadership quality. My optimistic vision and characteristics will help me to adhere the
flaws and objectives of the leadership quality effectively. In addition to this, the role of optimism
is also a strategic approach for a person in order to bring out the efficacy of the leadership
planning. On the other hand, my weaknesses can perturb the situation by triggering the insecurity
complex of being a leader. It is important for a leader to understand all the key aspects of his
personality style that he or she can measure by implementing the idea self and the real self. In
respect to this, the development plan is also identified as a learning tool for the leaders by
focusing on the improvement of the weaknesses. Therefore, this development plan will help me
to learn the way to resolve the weaknesses positively.
Development plan
Objectives Success criteria Actions Implementation
To develop the strengths Become optimistic
about my progress
Bring more efficacy into
the organisational
Initiate the change
strategy for the benefit

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environment of the employees.
To overcome the
weaknesses
More confident in
personal attributes and
judgements
Set the milestones for
achieving the trusts of
the employees.
Initiate the confidence
build up measures and
take adequate steps to
formulate it.
To develop quality of
leadership
The traits of leadership
will be connected with
the organisational
objectives
Make right decisions
and create a feedback
form to understand
whether the decisions
are right or wrong.
Meeting with the
stakeholders and
executive management
on the process of
making decisions.
To engage and motivate
employee
Understand the
problems of the
employees rightly.
Direct interaction and
get feedback from the
employees
Ask the employees to
share their issues
directly and fill up a
feedback form about my
ability and skills.
Practice desired changes
It is important for the person to analyse the efficacy of the changes that he seeks in order
to understand the success of the entire development practice. The learning practice and
development practice are relied on this phase where the outcome of the implemented plan will be
generated. In this regard, Jacobs (2018) argued that depending on the goals is intricately related
to the notion of experimenting new behaviour. However, the efficacy of the new behaviour is a
matter of further introspection that the leader has to evaluate through effective analysis of the
development practice. In this context, the role of the desired goals are also played important part
in order to get proper result of the proposed objectives. The role of this analysis will develop

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adequate understanding related to the result of the plan and find out the need for further research
into the personality development practice. Often, it can be found out that the new change in
personality creates some obstacles in the process of making interaction with the employees
(Allan, 2017). In that case it is important for the leader to evaluate the entire personality efforts
and initiate modification where it requires. Therefore, practicing the desired changes is subjected
to further experiments. Furthermore, the psychological implication also creates further
complexities for the leaders so that they have to consider the need of psychological safety
(Nowack, 2017).
Self-reflection
Based on this perception, I would like to analyse my self-development planning in order
to understand whether it will go with my primary goals or not. In case of any disruption it will
cater huge problem for the entire personality development practice. In this regard, the feedbacks
from the employees and the my self-assessments are considered to be the most important part in
order to bring more efficacy into the practice of delivering an useful and pragmatic outcome of
the personality development plan. Moreover, my psychological safety is also a great concern in
the process of establishing the effective self-development mechanism. Therefore, it can be
argued that this phase is highly crucial as the entire success of the personality development
practice is depended on the practice of desired changes.
Trusting and relationship
In addition to this, the trust and relationship between the leaders and the everyday
environment is also considered to be an important aspect to put focus. It is essential for the
leaders to respect the vision and thoughts of the people (Robinson, 2016). The environment is
associated with the people in the name of the employees and executives. It is essential for the