Executive Leadership Report: Analyzing Leadership Development Plan

This report, focusing on executive leadership, presents a comprehensive analysis of the student's leadership journey. It begins with an introduction, vision and mission statements, and SMART objectives, setting the stage for an exploration of leadership skills and behaviors. The report then delves into a reflective monograph, using Gibbs' reflective model, John's model of reflection, and Kolb's learning cycle to critically analyze personal experiences and identify strengths and weaknesses. The student's experiences, including managing a flagship company, are examined through the lens of these models. The report concludes with a personal leadership development plan, outlining strategies for continuous improvement and incorporating various leadership theories and frameworks to enhance communication, team working, and overall leadership effectiveness. Figures and diagrams are used to illustrate key concepts and models throughout the report.

Running head: EXECUTIVE LEADERSHIP
Executive leadership
Name of student
Name of University
Author note

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Table of Contents
List of figures...................................................................................................................................2
Executive summary.........................................................................................................................3
Chapter 1..........................................................................................................................................3
Introduction..................................................................................................................................3
Vision statement...........................................................................................................................4
Mission statement........................................................................................................................4
SMART objectives.......................................................................................................................4
Figure 1: SMART objectives (Renz and Herman 2016)..........................................................5
Figure2: Barrett’s paradigm related to organizational value....................................................5
Figure 3: Barrett’s paradigm related to personal value (Shanafelt and Noseworthy 2017).....6
Figure 4: Leadership value.......................................................................................................7
Figure 5: Enneagram (Flynn and Hodgkinson 2013)...............................................................8
Chapter 2: Reflective Monograph...................................................................................................8
2.0 Introduction............................................................................................................................8
2.1 Experience Narrative 1...........................................................................................................9
2.2 Experience Narrative 2.........................................................................................................12
2.3 Experience Narrative 3.........................................................................................................13
Chapter 3........................................................................................................................................15
3.0 General leadership theory....................................................................................................15
3.1 Critical Analysis of Experience 1........................................................................................15
3.2 Critical Analysis of Experience 2........................................................................................15
3.3 Critical Analysis of Experience 3........................................................................................16
3.4 Combined Analysis of SWOT, Peer Survey and Psychometric Tests.................................16

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3.5 Triangulation Exercise on all data collection methodologies..............................................18
Chapter 4........................................................................................................................................20
4.0 Personal leadership development plan.................................................................................20
Figure 9: Development spiral.................................................................................................20
Personal leadership development plan.......................................................................................21
Conclusion.....................................................................................................................................21
References......................................................................................................................................23

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List of figures
Figure 1: SMART objectives (Renz and Herman 2016)..............................................................................7
Figure2: Barrett’s paradigm related to organizational value........................................................................7
Figure 3: Barrett’s paradigm related to personal value (Shanafelt and Noseworthy 2017)..........................8
Figure 4: Leadership value..........................................................................................................................9
Figure 5: Enneagram (Flynn and Hodgkinson 2013).................................................................................10
Figure 6: Gibbs’ Reflective Model............................................................................................................14
Figure 7: John’s model of reflection..........................................................................................................15
Figure 8: Kolb’s Learning Cycle...............................................................................................................16
Figure 9: Development spiral....................................................................................................................23

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Executive summary
Leadership skills and behaviors could promote effective communication among the team
members as well as facilitate team working. The leadership skills present among the manager or
leader would also make him much more capable of managing the human resources properly and
at the same time, encourage or motivate them to perform to their potential. From the topic, it was
understood that I had been present in the generation X and managed the core values of my family
though better contribution to the humanity. The Barrett’s model showed the values were higher
than the organization and it maintained compassion, humility and success to be achieved in the
future as well. A responsible leader should be helpful, enthusiastic and possess the ability to
reform for achievement of the goals and objectives with much ease and efficiency.
Chapter 1
Introduction
I, Curtis Williams, am from the baby boomer generation and my parents are George
Williams and Elfreda Williams.
I am in the generation X and have always maintained the core values of my family
including transformational, leadership behavior and skills, self-esteem, survival and maintaining
relationships to be loved and protected. My siblings are Christopher, Annemarie, Andy, Sharon,
Carlos, Dianne and Jeffrey.
I work as the owner and Director of a flagship company within the Security industry. As
a credit union member, I often report about the arts and culture of Tobago through donations and
sponsorship management for Trinidad and Tobago local business chamber of commerce. All the
140 workers including administrative and security officers report to me.

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I am currently at the top of the organization, because I work here as the Director and
owner. My core values are facilitated due to my roles as helper, reformer and enthusiasm in
achieving the goals and objectives. Leadership roles in my family could be understood by their
contribution in social life and club activities within the community.
Vision statement
My vision statement is to become results oriented and focus on individuals’ ability to
promote teamwork and coordination in work.
Mission statement
To obtain family cohesive and enrichment through business activities including
sustainable growth and development and increase in wealth by 2028 along with measuring the
progress by assessing the yearly deliverables (Renz and Herman 2016).
SMART objectives
SMART

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Figure 1: SMART objectives (Renz and Herman 2016)
Figure2: Barrett’s paradigm related to organizational value
The organization is currently at the level 5, i.e., at the internal cohesion where the shared vision
and values are managed and it has promoted creativity, openness and transparency within the
company.

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Figure 3: Barrett’s paradigm related to personal value (Shanafelt and Noseworthy 2017)
According to Barrett’s paradigm, personal value is at level 7 and here services are
provided to the humanity and planet for their wellbeing. A good future is enabled through
compassion and humbleness is showed, which shows that the values are higher than that of the
organization at present (Shanafelt and Noseworthy 2017).

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Figure 4: Leadership value
After exploring the various sets of skills, as a leader, learning, innovation and team
working have been promoted. The communication at workplace is strengthened along with the
management of diversity properly too (Schroeder 2014).
Values: To promote teamwork and communication
Work: Achievement of sustainable growth
Moral: Focusing on the results obtained
Competence: Using skills and experiences to mediate with others
Personal: Remain sustainable

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Social: Manage diversity
Figure 5: Enneagram (Flynn and Hodgkinson 2013)
Personality types of Curtis Williams are the helper, the reformer and the Enthusiast
Few of the strengths according to the enneagram are virtue, desire, stating the
humanitarian causes, obtaining objectivity, etc. It allows for doing well for people and
encouraging them too. The weaknesses are feeling pressurized, tension, anxiousness, etc (Flynn
and Hodgkinson 2013).
Chapter 2: Reflective Monograph
2.0 Introduction
In this specific part I have provided a reflective monograph in order to share my own
experience on leadership. While directing a flagship company I have gathered enough learning
experiences which helped me immensely in developing my personal as well as professional
skills. In order to evaluate my leadership competency I have used three major reflective

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frameworks in three parts which include Gibbs reflective framework, John’s model of reflection
and Kolkb’s learning method. Based on these reflective frameworks I have identified my
strengths and weaknesses as well which helped me to make a systematic development plan.
2.1 Experience Narrative 1
The primary purpose of Gibbs’ reflective model is to evaluate five primary stages of a
professional based on which the individual can render a career progressive plan by identifying
the drawbacks (Dinh et al. 2014). The five extensive phases of Gibbs’ reflective model include
description, feeling, evaluation, analysis, conclusion and action plan.
Description:
I work as a director and owner of a flagship company where I have to control the
performance level of workers. Along with controlling the business profitability I like to maintain
a keen observation on the flow of work provided by the employees. As a director or owner of
this company I primarily aim to maintain coordination among my team members by maintaining
agile work environment and effective communication at the work floor. In the customer service
department, I have observed that team members fail to meet customers’ demand due to the lack
of effective rapport with each other being extremely overburdened on work. In this kind of
situation, the team members cannot provide their best effort towards services.
Feelings:
In order to deal any kind of sudden crisis happened at the workplace I feel very nervous
and tense on how to deal with the situation. I have faced severe technological barrier at my
workplace at a time. I have observed that this kind of nervousness is ultimately affecting the flow
of business process. I am not able to give effective support to my team members which resulted a

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serious negative impression on me as a leader. On the other hand, employees lost their
motivation in performing well towards the services. In this kind of crucial situation, I was feeling
very low being unable to motivate my team members in providing their best endeavor.
Evaluation:
While dealing any kind of sudden hardships I have gathered both good as well as bad
experiences. My team members failed to deliver customer services properly. As per my good
experience, I have learnt on how to handle sudden crisis happened at the workplace along with
maintaining good rapport with the team members. On the other hand I have gathered immense
bad experiences as well. I have received immense rude approach while dealing with team
members on the work floor. I have appointed my employees based on their skills and
competency level rather than focusing on their cultural as well as psychological backgrounds.
Therefore, while dealing with the people of various cultural backgrounds I have faced immense
challenges in maintaining coordination within team. At the end however I had to resolve this
kind of situational crisis by maintaining non-verbal communication with my team members.
Analysis:
As a leader I should have sufficient competency in dealing with the various emergency
situations effectively. Language barrier should not come inside for creating a major
communication barrier between me and my team members. In order to overcome language
barriers I can render flexibility in multilingual attitude. In addition, I have analyzed that
communication barrier is one of the most significant reasons for creating any kind of sudden
crisis at the workplace. If I could have exchanged my thoughts and views with the appointed
employees I could have avoided few crisis.