The Leadership Development Plan 

Leadership is a gift bestowed upon those willing to accept a life long challenge of interpersonal growth and learning. This gift provides the ability, to not only develop as an individual but as a team with those whom your leadership skills effect. This great gift should not be taken lightly. To develop into a successful leader one must be willing to learn, challenge themselves, and accept personal weaknesses. In the following, I will learn my leadership style, confront my emotional intelligence, and interpret my personal weaknesses.

I will then develop a leadership plan which will allow me to grow as a future leader. WHO AM I AS A LEADER? As stated in the Fundamentals of Business Leadership: Knowing, Doing, Becoming, your personal leadership journey begins with self-discovery. It is of utmost importance to understand yourself before implementing a leadership development plan. To understand who I am and what I represent as a leader, I will develop my values, my personality dimensions, and my emotional intelligence.

These three key aspects will awnser the question of, ‘Who I am as a Leader?’ Values are an important and less noticeable representation of who I am as a leader. Values are commonly the central point of decisions made by a leader, however, may not be externally expressed as they are deep-rooted within the individual’s personality. My core leadership values are  commitment to others and myself, finding ways to make a difference and sharing knowledge to help others grow. My moral values are rooted in the military lifestyle.

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Where stability comes from each other, not a single home. I find comfort in community, order, and strict organization. In Lessons of the Lost, Hammond states, ‘They reduce their own sense of hopelessness by helping others, creating a new cycle.’ This statement represents how the military raised me and instilled aspiration through being the hope for others. Not only were my values developed by my military childhood, but so was my personality.

PERSONALITY DIMENSIONS

Beyond my core values, I am represented by a personality which I share with those I interact with. The five dimensions of personality are expressed as openness, conscientiousness, extraversion, agreeableness, and neuroticism. Each dimension represents a key aspect necessary to be a successful leader. To the right is a graph of my results. I rank highly in openness, conscientiousness, and agreeableness as well as low rankings in extraversion and neuroticism. There are advantages and disadvantages to both a high and low ranking in any of these categories.

EMOTIONAL INTELLIGENCE

Emotional intelligence is the most important attribute and teaching quality of successful leaders. Emotional intelligence includes self-awareness, self-regulation, empathy, motivation, and social skills (qtd. in Harvard Business Review Press et. al. I have a high level of self-regulation, motivation, and empathy and have room to improve on self-awareness and social skills. Now that my values, personality, and emotional intelligence have been outlined, it will now analyze and express my newfound leadership development plan and how I will grow as a leader.My leadership type as defined by Rooke and Torbert is diplomatic. I avoid conflict and ‘do not try to rock the boat’ as represented in my high level of agreeableness, my want to belong is represented by my high level of contentiousness, and I obey group norms as represented by my low extraversion.

In recognizing my personality dimensions, it is clear that my strengths can also be weaknesses as a strong representation in one category can outweigh another. When attending to emotional intelligence it is clear I am lacking in self-awareness and social skills. When focusing on self-awareness, it is recommended by Daniel Goleman to do just as I have done in the ‘Who I am as a lead’ section . By identifying my values, personality, goals, and intelligence, I can understand my emotional reactions to stress, demanding circumstances, and workloads. Then when applying social skills, I personally think of myself as more of an ambivert than an introvert or extrovert. I am a social being to a limit, then I must recharge with alone time. In this, I must recognize my introverted traits and understand how I can manage to be more extroverted.

ALIGNMENT

My development goal for the next six months is to develop into a more strategist leadership style by using the newfound information of my values, my personality dimensions, and my emotional intelligence. My desired outcome is to become more comfortable in conflict, be more outgoing in new situations, and use my organization to develop into a strategist. My strengths that are already applicable to this leadership type is organization and flexibility. My developmental needs to become strategist are distinctly focused on emotional intelligence. By becoming more self-aware, understanding the origin of my emotions, I can become more aligned with strategists. I also must revamp my social skills. Again, I do not have high extroversion, I must learn my limits for social leadership. To successfully work toward this goal, I plan on finding mentors who currently fit the qualities I wish to represent. I have been gifted leadership in my own personal life. Being an average leader, I was unaware that I need to face my personal challenges directly and be willing to learn new skills and strategies. Finding passion in helping others, it is necessary for me to adapt to be a hopeful leader. Through understanding my values, personality, and emotional intelligence, I feel like I have become a leader.

Cited Works

1. Hammond, Scott C. Lessons of the Lost Finding Hope and Resilience in Work, Life, and the Wilderness. IUniverse Inc, 2013. Goleman, Daniel.
2. What Makes a Leader? edited by HBRs 10 Must Reads on Leadership.
3. Harvard Business Review Press, 2011. (1-21) Rooke, David. Torbert R. Williams. Seven Transformations of Leadership. edited by HBRs 10 Must Reads on Leadership.
4. Harvard Business Review Press, 2011. (137-162) Winn, Bradley A., et al. Fundamentals of Business Leadership: Knowing, Doing, Becoming.
5. Contributors by Teri Brandenburg et al., Developers Brad Gessell et al., Edited by Emma Stoddard et al., 1st ed., MyEducator, 2019.