Professional Development Plan: Developing Leadership

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Table of Contents

Introduction
Class Learning Outcomes
Readings Outcomes
Challenges
Conclusion
Works Cited

Introduction

In Module 3, we broadly explored the concept on “developing the leadership.” This was an informative topic that indeed boosted by raw knowledge and technical understanding of leadership skills, competences and traits. I am compelled to affirm that my basic knowledge on leadership was extremely expanded after attending the module. Besides, the program positively reshaped some of my earlier habits alongside assisting me to establish key tenets of developing my professional plan. Needless to say, the module has played an integral role in widening my understanding of the term ‘leadership’. Besides, it has significantly extended my knowledge. Therefore, I can confidently define leadership as the ability to attain certain goals and objectives that other people fear to take due to the risks associated with the processes. The latter is accomplished through a number of styles and skills that are executed in line with the existing circumstances. The core learning outcomes from the module are highlighted in this essay. Other vital areas covered include reading outcomes as well as the professional and personal challenges. Each of the mentioned topics will equally address the desired changes required in my traits in order to improve my current leadership style. To sum it up, it is expected to focus on the ultimate plan that will augment my overall leadership development skills.

Class Learning Outcomes

Positive treatment of responses from other people is the main learning outcome that I acquired during the module. For instance, it is highly recommended to listen to feedback from other people and also give a positive response. Being attentive to feedback from other independent-minded persons is often beneficial regardless of the applicability of the advice (Lombardo and Eichinger 87). If a functional piece of advice is received, there is no harm at all because it can be put into use altogether. In the event that a given piece of advice is not applicable, then it should be a vivid reminder to me that I ought to improve in that domain. It is also interesting to mention that the results of the assessments that were done prior to the module were indeed useful. The latter enlightened me further on certain crucial considerations.

The first assessment Leadership Versatility Index (LVI) was remarkably essential bearing in mind that I received opinions and feedbacks from my close colleagues. One of the most astounding findings I noted from the assessment was that there is need to give appropriate information so that people can swiftly comprehend my requirements. Initially, I thought that I was offering excess and unnecessary information when telling people what to do. However, the results indicated that I was still offering limited and insufficient information especially among my peers. When I precisely reviewed my past history, I found out that the aforementioned result might be portraying the reality because I often expect people to understand me when I deliver information to them for the first time. This finding is further supported by the fact I usually write very short e-mails with scanty information. Although the brief e-mails might contain the intended purpose, additional clarifications needed by a client may not be present. In order to overcome this limitation, I have to speak up boldly and express or articulate my needs coherently. Moreover, I am supposed to give additional explanations to avoid any confusion that might occasion unnecessary delays in work flow.

Another vital finding is that I am usually extremely sensitive and careful because I do not want to hurt the feelings of other people. Although politeness to people is a reputable personal attribute, overdoing it may pose a negative ripple effect on my part. When I reviewed my result further, I was astounded to find another negative reflection that demands me to be quite strict in certain instances. For instance, it is my noble responsibility to inform people when I am dissatisfied with their work. In my case, I can link the two points proportionally. Therefore, it is a rather cumbersome task to change these behavioral patterns. Nonetheless, I should gradually adopt new approaches of dealing with people. I should be quite strict when necessary. I am confident that I will attain this goal since my new job has fixed deadlines. Our competition venue projects are being tracked accurately by everybody. In other words, the delivery of our projects is keenly being observed by both the citizens and government of this nation. Hence, we are under the watchful eye of the world around us. Therefore, I completely transformed this habit to avoid finding myself in situations whereby I will be blamed later for causing delays.

The final application of the findings from LVI is that I need to enrich my knowledge in the new job because I recently joined the sporting arena. Important pointers, results and comments have been revealed to me by my seniors at workplace. In addition, another senior officer showed me that I scored rather low in terms of growth. From these limitations, I should secure surplus time and effort to learn the basic principles related to the technical delivery programs. As a matter of fact, I have to consider this step as a formidable pillar that must be well established at the initial phase of my new career. I ought to engage the experts and experienced colleagues in order to achieve this target. Learning from long-term experienced employees will be a very rewarding and invaluable initiative.

The other assessment known as MBTI mapped me as an ENTJ type of a person. This implies that I am an extroverted, intuitive, thinking, and judgmental person. I scored a very low “1” on intuition which means that I am almost at the middle level. Alternatively, I am neither intuitive nor have the ability to sense. Probably, I suppose the latter finding is factual since I usually change my approach to decisions based on the case or situation at hand. For instance, I sometimes find myself using realistic and practical approaches in solving problems and in certain cases; I employ theoretical and inspired methods to resolve complex challenges. On the other hand, I scored very high (21) in judging. I believe that I do most of my work in a planned, systematic, and scheduled manner. Once I take an observation on my usual working day, I find myself rather well-prepared for any eventuality.

FIRO-B was yet another crucial assessment that assisted me to point out additional personal features. This assessment denoted me as “expressed inclusion” which implies that I have a strong preference towards the type of people I contact at work. I am quite picky and selective in my choices. However, I scored a“0” in the “wanted affection.” It is not surprising that I maintain a comfortable distance when people want to be close and support me. I have a lot of self confidence when executing various tasks.

The last assessment in the module was the Change Style Index (CSI). It revealed to me that I am a “true pragmatist” when I scored a “2” that largely inclined towards the conservative side. It demonstrated that I am a practical, reasonable, and flexible character in my approach towards change. If I relate this finding to my daily life, it accurately depicts my real nature. I hardly opt for a particular change process unless I know and study the possible effects that may result from the given change. This piece of finding also confirms the other findings in the MBTI assessment.

The Peer Coaching Café exercise had some benefits to me as well. For example, I came across diverse perspectives from my peers who work in different sections and unique environments. Some of the questions they asked have already been addressed. It was quite an invaluable experience to share with other professionals outside my workplace domain.

The video case study was also another incredible source of information and learning point to me. After watching the video replays, I noted that I hardly used to participate very well in group meetings. Besides, I came to realize that I am a pretty good listener. The video case study also assisted me to acknowledge a number of my annoying habits such as bouncing my legs during meetings. From the discussions part of the video, I found out that I rarely look at the presenter during meetings. I have a tendency of concentrating with my paper or a screen in front. These are some of the weaknesses I need to correct.

Readings Outcomes

The required and recommended readings for this module are indeed invaluable. The reading and learning materials have helped me to expand my knowledge on leadership. The material on the “Leadership That Gets Results” attracted my attention. The author mentioned six different styles of leadership. As stated, there is no single style that is better than the other. However, the best leader is expected to embrace different leadership styles depending on the prevailing situation. I was amazed to learn that there are several employees who share leadership styles discussed in the reading material. The reading also challenged my personal belief that only coercive and democratic leadership styles exist.

Another reading that positively impacted me was the topic on “What Leaders Really Do”. The author clearly distinguishes between leaders and managers alongside the roles of each in organizations. According to Nienaber, “a number of authors support the differentiation between management and leadership, although the basis of this differentiation is not clear” (662). I used to think that there were very narrow differences between management and leadership. However, the article pointed out significant distinctions between the two terms. The author emphasizes that both managers and leaders are required in successful organizations. For example, managers deal with complex issues such as planning and overall articulation of duties on a daily basis. On the other hand, leaders deal with changes by offering direction. I need to start thinking how to develop myself with strong leadership and management skills.

Moreover, I benefited a lot from the reading entitled “Inner Work Life: Understanding the Subtext of Business Performance”. The author discusses pertinent issues I faced on my previous job. The author also expounds the relationship between employees’ performance and their perceptions, emotions, as well as motivations (inner work life). I totally agree with the magnificent roles that the discussed factors play on employees’ output. I personally experienced this effect at some point in my previous career. I was appreciated by everybody for a job that I had done well except my manager! This behavior negatively impacted me at that time. As a result, I decided to meet only the minimum requirements of my job without exceeding my employer’s expectations. Furthermore, the author found out from the conducted research that managers’ behavior significantly affects the mood of employees’ inner work life. Hence, my challenge at this point is to avoid any attempts by such actions to affect my performance. I largely need to control my emotions.

Challenges

Perfection is definitely impossible. However, enhancing and developing different abilities to reach a satisfactory level is possible through well-coordinated efforts. Currently, I am focusing on overcoming two main challenges. The first challenge is to gain additional knowledge in my new workplace. After graduation, I worked in an oil and gas sector. I mainly specialized in large projects for five years. I recently made a critical step in my career path and switched my work domain to a completely new and different field. I am dealing with the completion of venues that will host the 2022 FIFA world cup in Qatar. Since the entire country is highly anticipating the year 2022, there is a lot of pressure exerted to the committee of the project and the project team members who are working under the committee. It is not an easy task to comprehend the project execution plans bearing in mind that the working mechanism is completely different from the past experiences that I gained from the oil and gas sector.

The second challenge is my personal fear towards change. Even though I managed to change my job, it took me six months of deep thinking and gathering of requisite information until I was fully convinced to make the final move. I spend a lot of time thinking and being worried about my new life after making the change. Was I going to adapt quickly? Would I be able to engage well with new team members? These were some of the questions that kept on disturbing me. Overcoming this challenge (fear of change) cannot be instantaneous. However, it can vanish gradually if proper thinking is applied regularly (de Vries, Bakker-pieper and Oostenveld 368). I thought that when I made the decision and changed my job, it had a positive impact to get rid of the fear of change. In any case, this challenge validates what was founded earlier in the CSI test that depicted me as a real pragmatist.

Conclusion

On a final note, it is vital to recap that the three intensive days covered by the module offered a holistic learning experience to me because I was able to identify my strengths and weaknesses especially in regards to character traits. After going through the results of the assessments, I have a better understanding of leadership in general. This will help me to develop my career. I need to incorporate all the necessary changes and findings. Nevertheless, a topic on leadership requires further self-effort through reading academic articles and case studies. I believe this plan can be easily adopted. Therefore, it will help me to accomplish my goals since learning is a continuous process.

Works Cited

Lombardo, Michael and Robert, Eichinger. FYI: For Your Improvement, a guide for development and coaching for learners, managers, mentors, and feedback givers. New York: Lominger International, 2009. Print.

Nienaber, Hester. “Conceptualisation of Management and Leadership.” Management Decision 48.5 (2010): 661-675.Print.

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