Leadership and Stakeholder Management Report: Strengths & Weaknesses

This report provides a comprehensive analysis of leadership and stakeholder management. It begins with an introduction to leadership, defining its role in guiding and influencing a workforce to achieve organizational goals. The report then outlines the characteristics of a good leader, including effective communication, listening skills, positivity, motivation, collaboration, and innovation. A self-assessment tool is utilized to analyze leadership strengths and weaknesses, focusing on monitoring, mentoring, directing, coordination, facilitation, negotiations, innovation, and productivity. The analysis reveals strengths in monitoring, mentoring, directing, coordination, and facilitation, while identifying weaknesses in negotiations, innovation, and productivity. Based on these findings, a leadership development plan is proposed to address the identified weaknesses and enhance overall leadership effectiveness, particularly in the areas of negotiation skills, fostering innovation, and improving productivity management within a team setting. The report emphasizes the importance of continuous improvement in leadership capabilities to drive organizational success.

Running head: LEADERSHIP AND STAKEHOLDER MANAGEMENT
Leadership and Stakeholder Management
Name of the University:
Name of the Student:
Author Note

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Table of Contents
Introduction:....................................................................................................................................2
Characteristics of a good leader:......................................................................................................3
Good communication and listening habit:...............................................................................3
Positivity and Motivation:.......................................................................................................4
Collaboration and Innovation:.................................................................................................4
Leadership Analysis:.......................................................................................................................5
Strengths:.....................................................................................................................................5
Monitoring:..............................................................................................................................5
Mentoring:...............................................................................................................................6
Directing:.................................................................................................................................6
Coordination:...........................................................................................................................6
Facilitation:..............................................................................................................................7
Weaknesses:.................................................................................................................................7
Negotiations:............................................................................................................................7
Innovation:...............................................................................................................................7
Productivity:............................................................................................................................8
Development plan of Leadership:....................................................................................................8
Conclusion:......................................................................................................................................0
References:......................................................................................................................................1

2Leadership and Stakeholder Management
Appendix:........................................................................................................................................3

3Leadership and Stakeholder Management
Introduction:
A leader is the person, who acts as the driving force and inspire a group of employees,
and the system of leadership is a process, whereby, a leader guides, influences and directs the
work force and also determines their behavior. Th leadership process is done towards achieving
the mission statement of an organization and the goal of the same (MEndEnhALL. 2013).
Therefore, leadership is the ability of the leaders to motivate and inspire the work force of an
organization, by inducing the same with confidence and zeal, in order to achieve the goals and
the vision of the organization. According to Goetsch & Davis, (2014) leadership is the capability
of a person or a group of people, to inspire and persuade others in the way to seek the defined
goals of the organization with an enthusiasm, and they also work as a conclusive force that keeps
the work forced together (Davis & Jones, 2014). Therefore, to drive the employees and to
motivate them, and to create an organizational morale among the workforce, it is important for
every organization, to have a leadership program.
Therefore, in the following report, the features of a leader is illustrated and the further an
analysis has been made on the strengths and weaknesses in a leadership program, and a plan has
been provided on the development of the leadership program in an organization.
Characteristics of a good leader:
A competent leader must have certain traits that defines the competency of the person
being a leader. The researchers believe that these traits are in born, and cannot be developed.
Therefore, the characteristics that enable a person to achieve the position of a leader are –

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Good communication and listening habit:
A good leader must employ and practice an effective communication system within the
team, as well as, in the organization. Communication is important on the parts of the workers to
learn about the mission statement of the organization and to learn about the goals that the
organization is aiming to achieve. More importantly, a good communication system refers to the
fact that the. leader of the organization is approachable, which is very important for any
organization. (Antonakis & Day, 2017) A good leader must be approachable enough so that the
employees can learn from their leader and also, so that they can deliver their grievances to the
leaders, this again, is very important, for it contributes to the growth of the organization as a
whole.
A good leader must also practice a learning habit. An integral part of the communication
system is learning the opinions of the employees. The habit of listening also helps the leaders to
plan their strategies and implement the same effectively. More importantly, to include a
problem-solving approach into the institution, the habit of listening is very important.
Positivity and Motivation:
A good leader must act to motivated the employees and to inspire them continuously.
Positivity is very important within a team for it to perform better, and the employees of a team
can get that positivity from the leader. The leaders must act to induce a positive zeal among the
employees. The leaders must try to motivate the employees as well (Chemers, 2014). The terms
positivity and motivation go parallelly. Motivating the employees refer to the process of
engaging the employees in the work and to make them understand that their personal goals fall
accordingly to the organizational goals.

5Leadership and Stakeholder Management
Collaboration and Innovation:
Collaboration refers to the unity among the team. The word team gets its true meaning only
when there is a unity in the group, and the unification of the group is very important for the team
to perform better and produce at an optimum level. If there is a distance or conflict within the
group, then it will affect the productivity of the same, as to produce better, the members of the
team should work cooperatively and coordinately, and only the leader of the team can make sure
that there is a bonding and unity among the group (Lauzen, 2015). The leader of the team must
be the force that keeps the team, together.
Moreover, a good leader must also include the practice of innovation and individuality
within the team. The leaders must practice the habit of innovation within the team, thus giving
space to the employees, to work according to themselves (Lauzen, 2015). Therefore, for this
particular organization, communication skill among the employees and also among the managers
of the company, which is not present in the team. Moreover, the leaders of the organization must
incorporate space for innovation among the employees.
Leadership Analysis:
According to me to get an exact portrayal of my aptitudes and capacities, I utilized the
self-appraisal device as sketched out by the contending esteems the board practice study. This
apparatus speaks to a director's framework by taking a gander at different elements that are
between related. The results produced form the study is further utilized to draw a director's
profile. In this overview, a sum of eight groupings of characteristics have been investigated.
They incorporate help, tutoring, development, dealings, directorship, profitability, coordination
and checking (Quinn, Bright, Faerman, Thompson and McGrath, 2014). In light of the identified

6Leadership and Stakeholder Management
qualities and the scores got from the review, I have identified the accompanying characteristics
as qualities and shortcomings.
Strengths:
Monitoring:
As indicated by the study utilized in the examination of my monitoring aptitudes and
capacities, contending values in the executives work on, observing, as an authority expertise
comprises of qualities, for example, the capacity to oversee basic reasoning procedures,
overseeing data over-burden and overseeing center exercises in an association (Quinn, Bright,
Faerman, Thompson and McGrath, 2014). Following my investigation concerning this attribute,
I scored 6.5/7. This means I am well experienced and adapt in managing circumstances identified
with this quality. I look at this as one of my best quality, which highlights competency of me
being a competent leader.
Mentoring:
Results from the survey furthermore has shown that I have extraordinary training
capacities as I have scored 5.25/7. The fighting regards in the board practices audit recognize
various properties related with coaching, for instance, supporting the progression of specialists,
singular understanding and reasonable correspondence (Quinn, Bright, Faerman, Thompson and
McGrath, 2014). Training, essentially refers to helping the junior delegates in their master and
mindfulness in an affiliation. This is basic for a relationship as it focuses on making agents
progressively beneficial by boosting their assurance. In like manner, the necessity for individual
understanding for individuals in an organization, their position is also huge as it ensures that
pioneers acknowledge how to pass on themselves at their different workplaces.

7Leadership and Stakeholder Management
Directing:
Directing is portrayed as the state of being in charge of a given plan or being in control of
activities (Dewan and Myatt, 2008). As it is shown in the results, got from taking the review, I
scored 5/7 in this quality. The investigation recognizes characteristics related with directing as
the ability to make and pass on the vision, the ability to set targets and objectives, and the ability
to structure and deal with limits in a given condition. As demonstrated by the results got from the
survey, I can achieve the errands related with this property and would along these lines have the
option to recognize it as one of my characteristics (Quinn, Bright, Faerman, Thompson and
McGrath, 2014).
Coordination:
Coordination is the synchronization of exercises and duties in an association with the
point of accomplishing efficiency (Collett, 2015). The overview utilized in this investigation
recognizes the attributes related with coordination, for example, the capacity to oversee ventures,
structure work and oversee crosswise over capacities. A score of 5.8/7 demonstrates that I can
deal with the errands related with this expertise without hardly lifting a finger.
Facilitation:
As demonstrated by the outline used in the examination of my own aptitudes and limits,
my score for facilitation was 5.4/7. The outline delineates a couple of traits related with a
person's ability to deal with a given situation, for instance, building gatherings, enabling
participative fundamental administration and directing struggle. Further, based on the results, I
think I can perform assignments related with this capacity feasibly.

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Weaknesses:
Negotiations:
As per the study, arrangements abilities, additionally named as 'The Broker' in the
contending esteems the executives’ practice, comprises of initiative aptitudes, for example,
introducing thoughts, exchanges, duty, constructing and keeping up a power base. As per the
outcomes acquired from the review, I scored 4/7 in this quality. This demonstrates as a pioneer, I
lack the capacity to accomplish the errands related with the distinguished ability, for example,
consulting with laborers, and exhibiting thoughts to bosses (Quinn, Bright, Faerman, Thompson
and McGrath, 2014). I order the abilities related with this quality as a quality because of the low
score and I still need to improve on some of the aspects, especially in the field of managing
responsibilities.
Innovation:
Innovation, from initiative's point of view, is depicted as the use of new thoughts that
give better answers for a given issue (Johnston and Marshall, 2013). As indicated by the study
utilized in this examination, development is an amalgamation of a few qualities and attributes,
for example, overseeing change, imaginative reasoning and living with change. Regarding the
outcomes acquired from the study, my score for development was 5/7. This is a generally an
average score which features that I am not well adapt in giving space to the employees to
practice innovation at the workplace. However, this is not a bad score for a pioneer, which refers
that I have to work on it more.
Productivity:
Productivity depicts an individual's or an office's sufficiency in performing work
(Sabharwal, 2013). As demonstrated by the results got from taking the specific audit, my score

9Leadership and Stakeholder Management
for effectiveness was 5.4/7. The diagram depicts a pioneer's effectiveness as a factor which
consolidates working productively, the time and stress management and empowering a beneficial
working environment. The results show that being a beginner, I may have various difficulties
while overseeing issues incorporating benefit in the workplace which essentially refers to my
lack of managing responsibilities sequentially.
Development plan of Leadership:
With a precise focus on the factors described in the weakness section, it is pretty evident
that I lack negotiations skills and along with that, I need to improve my skills of innovation. I
require creative thinking and that affects the effectiveness of my leading. It is visible that, I am
notably conscious about the rules and regulations while leading my team and that somewhat
forces me towards investigating the correct solutions only. However, being a leader, I should
have the capability of producing considerable number of options for my followers to look from
and under such situation, my priority should have been the number of different solutions rather
than the correct solutions. Hence, it is understandable that I need work on my leadership skills to
improve in the mentioned aspect. Other than this, one of the major drawback of my leadership is
observed to be the productivity. Being a leader in the organizational context, I will be
responsible for the effective management of the production of my team. In order to improve the
productivity of my team, it is important for me to allocate the tasks in an efficient manner and at
the same time, evaluating the performances of the members of my team will also be crucial for
me as a leader. Under such situation, I have the tendency of getting affected by the rater bias
when I am evaluating the performances of the members of my team. Other than this, I consider I
have a poor negotiation skills as I often get affected emotionally while negotiating.

10Leadership and Stakeholder Management
One of the major concern for me as a leader is the lack of awareness regarding the
importance of the team bonding and the necessity of it in improving the team performances of
my team. On the other hand, my incapability in providing the much required motivations to the
members of my team is one of the major drawback of my leadership. I have the knowledge of the
fact that a dissatisfied group of employees neither can achieve the desired quality in their
services nor the required amount of productivity. Hence I feel that the achievement of the much
required capability in forming the rewards plan that have the potential to motivate my team
members, will play a crucial role in increasing the effectiveness of my leadership.

Running head: LEADERSHIP AND STAKEHOLDER MANAGEMENT
What Why How Where When
Performance
Measurement
To avoid the detrimental impact of the
rater bias from my evaluation of the
performances of my team members.
With the formation of assessment criteria for the in depth
evaluation of the performances of the members. This will
be crucial for me in avoiding the halo, horns effect nad the
leniency effect while assessing the performances of my
team members.
In the
organization.
Within 10
weeks
Creative
Thinking
To improve my ability of providing
multiple number of solutions to my team
members.
I will take part in the brainstorming activities. Along with
that, I will practice the Osborn Checklist and six thinking
hat to improve my creativity in thinking nad providing
multiple number of suitable solutions to the employees of
my team.
In the
organization.
Within 6
weeks
Task
Allocation
To avoid the inappropriate allocation of
the tasks.
With the allocation of task for the members of my team on
the basis of the expertise of themselves. This will be
crucial in reducing the number of faults in the operations
of my team members.
In the
organization.
Within 6
weeks
Team
Performance
s
To improve the team bonding amongst
the members of my team to enhance the
quality of the team performances inside
the organization.
Through conducting employee engagement activities and
through conducting the team dinners for the members of
my team.
In the
organization.
Within 4
weeks
Rewards and
Recognition
To recognize the good work of the
members of my team and to motivate
them for the improvement of their
operations in the aspect of the quality
Through gaining the idea regarding the impact of the
intrinsic and extrinsic rewards on the performances of the
employees of my team.
Through conducting a cost benefit analysis for the new
In the
organization.
Within 15
weeks

1Leadership and Stakeholder Management
and production. rewards plan for the employees of my team.
With the formation of a reward plan that includes both
extrinsic and intrinsic rewards for the members of my team
and is appropriate to recognize the good work of the
employees of my team.

Running head: LEADERSHIP AND STAKEHOLDER MANAGEMENT
Conclusion:
Leadership, as recognized in the introduction fragment of this report includes provide
guidance and motivation to a social occasion of people to empower them to achieve destinations.
Starting at now, the modern organizations are at the point, where suitable and convincing
organization is required in various fields, for instance, the political scene, the business condition
among others. This solicitations for pioneers to act normally careful, plan and reflect about their
drive attributes as I did in this report. I have expanded enormous learning in the midst of the
meaning of the key activity game plan spread out in this report. For example, I have appreciated
not simply the importance of sharpening my characteristics as a pioneer yet likewise the
necessity for a pioneer to develop his/her zone of inadequacy. Through the execution of the
course of action portrayed in this report, I believe I will end up being progressively careful as a
pioneer which will contribute immensely towards social affair my drive destinations.

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References:
Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.
Bryman, A. (2013). Leadership and organizations (RLE: Organizations). Routledge.
Chemers, M. (2014). An integrative theory of leadership. Psychology Press.
Collett, E. (2015). The development of EU policy on immigration and asylum. Rethinking
coordination and leadership. Migration Policy Institute. Washington, DC. Available at
http://www. migrationpolicy. org/research/development-eu-policy-immigration-and-
asylumrethinking-coordination-and-leadership.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
Davis, H., & Jones, S. (2014). The work of leadership in higher education management.
Dewan, T., & Myatt, D. P. (2008). The qualities of leadership: Direction, communication, and
obfuscation. American Political science review, 102(3), 351-368.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Grandy, G., & Holton, J. (2013). Leadership development needs assessment in healthcare: a
collaborative approach. Leadership & Organization Development Journal, 34(5), 427-
445.
Hargreaves, A., Boyle, A., & Harris, A. (2014). Uplifting leadership.

2Leadership and Stakeholder Management
Johnston, M. W., & Marshall, G. W. (2013). Sales force management: Leadership, innovation,
technology. Routledge.
Lauzen, M. M. (2015). It’sa man’s (celluloid) world: On-screen representations of female
characters in the top 100 films of 2014. Center for the Study of Women in Television and
Film at San Diego State University.
MEndEnhALL, M. E. (2013). Leadership and the birth of global leadership. In Global
Leadership 2e (pp. 13-32). Routledge.
Parkay, F. W., Anctil, E. J., & Hass, G. (2014). Curriculum leadership: Readings for developing
quality educational programs. Prentice Hall.
Quinn, R. E., Bright, D., Faerman, S. R., Thompson, M. P., & McGrath, M. R. (2014). Becoming
a master manager: A competing values approach. John Wiley & Sons.
Sabharwal, M. (2013). Productivity and leadership patterns of female faculty members in public
administration. Journal of Public Affairs Education, 19(1), 73-96.
Van Oord, L. (2013). Towards transformative leadership in education. International journal of
leadership in education, 16(4), 419-434.

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Appendix:
Self Assessment - COMPETING VALUES LEADERSHIP PRACTICES SURVEY
Listed below are some statements that describe leadership practices. Indicate how
often you engage in the behaviors, using the scale below to respond to each statement.
Please place a number from 1 to 7 in the space beside each question.
Almost never 1 2 3 4 5 6 7 Almost always
As a leader, how often would you
6_____ 1. Come up with inventive ideas.
4_____ 2. Exert upward influence in the organization.
4_____ 3. Clarify the need to achieve unit goals.
4_____ 4. Continually clarify the unit's purpose.
6_____ 5. Search for innovations and potential improvements.
6_____ 6. Make the unit's role very clear.
4_____ 7. Maintain tight logistical control.
6_____ 8. Keep track of what goes on inside the unit.
4_____ 9. Develop consensual resolution of openly expressed differences.
6_____ 10. Listen to the personal problems of employees.
6_____ 11. Maintain a highly coordinated, well organized unit.
6_____ 12. Hold open discussion of conflicting opinions in groups.
6_____ 13. Push the unit to meet objectives.
4_____ 14. Surface key differences among group members, then work participatively to
resolve them.
6_____ 15. Monitor compliance with the rules.
4_____ 16. Treat each individual in a sensitive, caring way.
4_____ 17. Experiment with new concepts and procedures.
4_____ 18. Show empathy and concern in dealing with employees.
7_____ 19. Seek to improve the workgroup's technical capacity.
4_____ 20. Get access to people at higher levels.
7_____ 21. Encourage participative decision making in the group.
7_____ 22. Compare records, reports, and so on to detect discrepancies.
6_____ 23. Solve scheduling problems in the unit.
6_____ 24. Get the unit to meet expected goals.
4_____ 25. Do problem solving in creative, clear ways.
6_____ 26. Anticipate workflow problems, avoid crisis.
7_____ 27. Check for errors and mistakes.
4_____ 28. Persuasively sell new ideas to higher ups.
6_____ 29. See that the unit delivers on stated goals.
6_____ 30. Facilitate consensus building in the work unit.
5_____ 31. Clarify the unit's priorities and direction.
7_____ 32. Show concern for the needs of employees.
4_____ 33. Maintain a "results" orientation in the unit.
4_____ 34. Influence decisions made at higher levels.

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4_____ 35. Regularly clarify the objectives of the unit.
7_____ 36. Bring a sense of order and coordination into the unit.
Answer thinking about how you are at work….

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COMPUTATIONAL WORKSHEET FOR PRACTICES SELF-ASSESSMENT
The Facilitator The Mentor
# 9 _4___ # 10 __6__
# 12 _6___ # 16 __4__
# 14 _4___ # 18 _4___
# 21 _7___ # 32 _7____
# 30 _6____
Total __27__ / 5= _5.4___ Total __21__ / 4 = __5.25__
The Innovator The Broker
# 1 _6___ # 2 __4__
# 5 _6___ # 20 __4__
# 17 _4___ # 28 __4__
# 25 _4___ # 34 __4__
Total __20__ / 4 = __5__ Total __16__ / 4 = _4___
The Producer The Director
# 3 _4___ # 4 __4__
# 13 __6__ # 6 __6__
# 19 __7__ # 24 __6__
# 29 __6__ # 31 __5__
# 33 __4__ # 35 __4__
Total __27__ / 5 = _5.4___ Total __25__ / 5 = __5__
The Coordinator The Monitor
# 7 _4___ # 8 __6__
# 11 _6___ # 15 __6__
# 23 _6___ # 22 __7__
# 26 __6__ # 27 __7__
# 36 __7__
Total __29__ / 5 = __5.8__ Total __26__ / 4 = _6.5___