Leadership Plan
heman98765
Lesson7LEADESHIPDEVELOPMENTPLANquestion.docxFORMAT FOR LEADESHIP DEVELOPMENT PLAN
Please follow the format below for your Leadership Development Plan. Place the following documents in sequence then scan the entire Leader Development Plan and submit it using the link provided in the Lesson #7 Folder.
1. Identified leadership construct and rational.
2. Identified and defined values.
3. SMART Goals.
4. Leadership ethical statement.
5. Annotated bibliography.
6. Comparison of interviews to annotated bibliography.
7. Leadership philosophy. You will have to develop this leadership philosophy and submit it with this Leadership Development Plan. You should reflect on all the assignments and updates to previous assignments to develop your leadership philosophy. This leadership philosophy is one or two pages in length.
8. Leader Development Action Plan. State the specific actions or behavior modifications you will take or change to develop the identified leadership construct. These actions should result from your literature research (annotated bibliography), interviews, other documents listed above, and self-reflection. Describe at least three specific actions (you can describe more). All your behaviors/actions that you want to develop should be in a S.M.A.R.T. format (Specific, Measurable, Attainable, Realistic, and Time driven). Please use the following format for the Action Plan:
1) Action #1: (the behavior I need to demonstrate).
a) Who will hold me accountable for this action (act as a mentor).
b) What I hope to gain by doing this action and having someone hold me accountable.
2) Action #2: (the behavior I need to demonstrate).
a) Who will hold me accountable for this action (act as a mentor).
b) What I hope to gain by doing this action and having someone hold me accountable.
3) Action #3: (the behavior I need to demonstrate).
a) Who will hold me accountable for this action (act as a mentor).
b) What I hope to gain by doing this action and having someone hold me accountable.
You can repeat this process if you need to achieve more outcomes/change more behaviors.
Additional instructions.
Link is to help build a leadership Philosophy
https://www.linkedin.com/pulse/5-steps-craft-your-own-personal-leadership-philosophy-deb-calvert
Below is everything I have done to help build a leadership philosophy and specific actions or behavior modifications
1. Identified leadership construct and rational.
Personal Leadership Construct
One Construct that I would like to develop is Transformational Leadership. This type of leadership construct is very common and practical to the work place environment today and the future. While in the army. I have developed the capability to be a transformational leader and transactional leader.What I have learned from my experiences as a leader in the US. Army, is leaders need to be able to be both a transformational leader and transactional leader. The construct of these styles of leadership are critical to the process of engaging others and creating a connection that raises the level of motivation and morality in both leader and follower.
Another reason why I would like to develop my transformational and transactional leadership is I realize that the Army and the way we lead soldiers is different from the way you will lead a follower/employee in an industrial or cooperate environment. I say this because soldiers in the Infantry have and work towards a common goal. That goal is to be able to trust your leaders and peers and subordinates, to do the right thing when there is a life or death situation. I feel that when lives are at risk to include your own people are more open and willing to accept change to better themselves and others. Were as in some corporate environment employees are less willing to accept change weather it will be good or bad for themselves or others.
Of both transformational and transactional leadership. I feel that I would need to develop my transactional leadership. I feel my contingent reward, constructive transactions, management by exception, active and passive communication and corrective transaction could use work. As for transformational leadership I feel my experience in the Army has and will help me in my positions of responsibility. I have learned how to inspire/motivate others to accomplish task as a team. I have also learned how to influence followers to accomplish more than what is usually expected, one example as their leader I would get my hands dirty to show others that no one is better then one another under my leadership. I would always say more hands man lighter work. I truly meant it and my soldiers saw that and respected my belief.
Although I believe I could work on many aspects of myself as a leader, I feel transactional leadership is one of my weakest aspects of my ability to leader. But I will never just focus on one characteristic. I will always be watching, learning and self-assessing myself on all of my leadership aspects.
2. Identified and defined values.
Step One: Identify Your Top 10 Values:
1)___Leadership_____________________________________________
2)___Honesty_________________________________________________
3)___Personal Courage_______________________________
4)___ Integrity _____________________________________________
5)____ Commitment__________________________________________
6)____ Discipline_____________________________________________
7)_____Drive_________________________________________________
8)______Humor______________________________________________
9)______ Sacrifice _______________________________________
10)_____Fitness______________________________________________
Step Two: Identify Your Top 7 Values:
1)_______ Leadership______________________________________
2)________ Personal Courage__________________________
3)_______ Discipline_________________________________________
4)________ Fitness____________________________________
5)_________ Honesty_________________________________________
6)________ Integrity_________________________________________
7)_________ Drive___________________________________________
Step Two: Identify Your Top 5 Values:
1)______ Leadership___________________________________
2)_______ Discipline_________________________________________
3)_______ Drive______________________________________
4)_______ Personal Courage________________________________
5)______ Integrity__________________________________________
Last Step: Identified and Define Your Top 3 Values:
1)__ Integrity_______________________________________________
Definition: Do the right thing even when no one is watching. Have the courage to tell the truth, even if it is going to hurt someone. Stand firmly by your moral compass.
2)____ Leadership_____________________________________
Definition: Be the example! Earn trust and respect from those who follow you. Maintain the respect from those who empower you. Car, ask, and be hard but genuine. Build a team, comradery and a common goal.
3)_____ Drive________________________________________________
Definition: Never stay stagnate. Surround yourself with people who enable you to be better. Inspire yourself and other they can do better. Never become complacent. Be resilient, all things happen to you for a reason, just pick yourself up and move forward.
3. SMART Goals.
Ensure you make SMART goals: S pecific, M easurable, A ttainable, R esults, T ime
List your top long term (between now and five years from now) goal:
Professional:____In my new job, Network with at least 5 top management personal in FEMA
Relationships:___Take my wife on a cruise in 5 years after I retire. Save 500 to 800 a year for the cruise.
Family:_work even harder with my special needs child. Proved top rated schools and speech therapist for her.
Self: __Land a Job with FEMA or TSA after retiring from the army. Make 90,000 with retirement and JOB.
List your top short term (between now and three years from now) goal:
Professional:_Give nothing less than 110% in my assignment as a 1SG in the Army.
Relationships:_Help my wife attain her goals of becoming fit and earning her undergrate
Family:_Each year in the next three years camp at least 2 with them and take them to one major theme park or museum or zoo.
Self: _Document all injuries accrued while I served my 20 years and prepare myself for an transition out of the service.
List your top near term (between now and graduation) goal:
Professional:__Complete my last two classes prior to leaving KY in Jan 19.
Relationships:_Take Jessica Shooting 3 times before graduations in hopefully 6 months.
Family: Take kids to Sea World and an aquarium this summer.
Self: _Go thru both surgeries and fully recover from surgery before going back to being very active.
4. Leadership ethical statement.
Ethical Leadership Perspective
Ethical leadership involves the kind of leadership that is usually directed by respect for ethical beliefs and values and for the dignity and rights of other participants within and outside the, for example, the employees, managers and the customers. Ethical leadership is directly related to such concepts as trust, charisma, fairness, and consideration in the organization. Ethical leadership is very critical for most of the organizations that want to be successful in all its operations. As a leader in my organization, I am more teleological in my leadership. As I prepare to leave the organization for some time, I need to prepare my staff on how best they will relate and carry out the activities in the organization in order to bring success in all the operations.
As a leader, I need to focus on team building before I leave the organization for some time. As an ethical leader, I should foster a sense of community and team spirit within the organization. I will place the employees in the organization in various groups and appoint various team leaders who will lead various teams (Brown, Treviño, & Harrison, 2005). This will ensure that the employees work collaboratively with their team leaders for the benefit of the entire organization. As an ethical leader, my team should be able to make genuine efforts to achieve goals that will benefit the entire organization both during and after my absence in the organization. This will help the employees carry on with their roles effectively during my absence in the company.
Before leaving the organization, I need to educate all the employees in the organization on the importance of respecting one another in the organization. All the company staff needs to be told about the benefits of respecting one another both to the organization and the individuals. Educating the employees will help in creating awareness on the importance of respecting one another in the workplace. As a leader, I am also expected to call a meeting with all the supervisors and educate them on the value of justice on the employees. They should treat the employees fairly in the workplace and this will help in building a good working relationship at work.
Before leaving the organization, I should implement various policies that will guide all the employees in the organization on how to carry out their activities in the workplace. The rules and regulations put in place in the organization will guide the employees during my absence and this will foster a good a positive working environment. This will ensure that everything goes on as usual in the organization. As a leader, I should also insist on every employee to meet the required ethical expectations in the organization. Every employee should adopt the required ethical standards and inform all the staff especially the appointed supervisors that they will be held liable in case they are found not violate such standards (Resick, Hanges, Dickson, & Mitchelson, 2006).
Before leaving the organization, I should also establish a formal ethics or values statement that will help center all the staff in the organization and guide them as they navigate the ethical grey areas. All these formal ethics or values statements should be communicated to the employees at all levels and reinforced through some regular training program and other organizational events in order to ensure a smooth flow of work while away from the organization.
As a leader, I should also model an ethical behavior in the organization so that the employees in the workplace can copy my behaviors when carrying on with their daily activities. This will significantly play an important role while I am away from the organization. I also need to create a culture of ethics in the organization that starts with the senior leaders of the company down to the employees. All these will provide guidance to all the employees in the organization during my absence and hence lead to organizational success.
References
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359.
5. Annotated bibliography.
Annotated Bibliography on Transformational Leadership Construct
Introduction
Transformational leadership approach is hinged on causing change in social systems and in individuals. The ideal form of this leadership approach creates positive and valuable change in the followers with the end result of developing these followers into leaders. In this leadership construct, leaders work with their followers to identify the needed change or transformations, create a vision which guides the change through massive inspiration, and implementing the change in tandem with the commitment of the followers. Transformational leadership construct has four major elements; inspirational motivation, idealized influence, individualized consideration and intellectual stimulation. In this annotated bibliography, we look at ten articles on transformational leadership construct.
Bellé, N. (2013). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109-136.
Research analysts are investigating job design as one of the factors that impacts the performance impacts of transformational leadership in the public sector. The author uses self-persuasion and beneficiary contact in enhancing the impacts of transformational leadership on public worker performance (Bellé, 2013). The sample used were 138 nursing practitioners drawn from a public health facility in Italy. The author established that the performance impacts if transformational leadership combined with the interaction impact of transformational leadership promoted motivation in public sector organizations.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
In this knowledge-rich article, Braun, Peus, Weisweiler and Frey (2013) critically evaluate the interrelationship between transformational leadership, job satisfaction, and team performance. In spite of repeated calls for deliberate variance or differentiation between team and individual phases of analysis, leadership research based on well-grounded theory concerning multiple levels is limited or scarce (Braun, Peus, Weisweiler, & Frey, 2013). The authors sought to fill this existing gap by conducting an analysis of the relations between the transformational leadership construct, trust in team and supervisors, job satisfaction, and performance of teams through multilevel analysis.
The authors sampled 360 employees drawn from 39 different academic teams (Braun, Peus, Weisweiler, & Frey, 2013). From the analysis of the results, transformational leadership was reported to have a positive relationship with the job satisfaction of the followers and as team levels, and objective performance by teams. The link between personal perceptions of transformational leadership of the supervisor and the amount of trust in the team. The authors mention that trust does not affect the relation between team perceptions of the transformational leadership of the supervisor and team performance. This article is important in understanding how team performance is influenced by the transformational leadership features from supervisors.
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455.
Cavazotte, Moreno and Hickmann (2012) are exploring the impacts of emotional intelligence, personality of a leader and their intelligence on transformational leadership and how they can perform as leaders. Intelligence, personality and emotional intelligence are important traits of leadership and how managers perform in the context of an organization. To establish these connections, the authors collected data from 134 middle level managers from a large company in Brazil operating in the energy sector.
From the analysis, the authors established that effectiveness of leadership, as determined by the achievement of organizational results, is direct function of the transformational behaviours of the leader (Cavazotte, Moreno, & Hickmann, 2012). If considered separately, emotional intelligence is statistically linked to transformational leadership, when personality and ability were controlled parameters, the impact because insignificant.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of business research, 65(7), 1040-1050.
In this journal of business research, García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez (2012) analyzes how transformational leadership influences organizational performance through organizational innovation and continuous learning. Despite that transformational leadership and organizational learning and innovation- which are indirectly interrelated, are very significant for improving the performance of an organization, past research studies have not explored them.
Through conducting an analysis of 168 firms in Spain, the study confirms empirically that transformational leadership has influences on organizational performance through learning and innovation. Firstly, the study establishes that transformational leadership significantly influences the performance of an organization positively through innovation and learning. Secondly, the authors establish that organizational learning positively impacts organizational performance, both directly and indirectly through innovation. Lastly, García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez (2012) establish that organizational innovation impacts performance in a positive way.
Herman, H. M., & Chiu, W. C. (2014). Transformational leadership and job performance: A social identity perspective. Journal of Business Research, 67(1), 2827-2835.
In this article, Herman and Chiu (2014) provide a model which explain the underlying procedure through which transformational leadership features impact creative behaviour and organizational employee behaviours. By sampling 250 front line workers and their immediate supervisors who work in 5 different banks in China, the results analysis show that individual-focused and group-focused transformational leadership traits exert varied influences on group and individual identification. This study is important because it looks at the impact of transformational leadership on job performance with a social identity perspective- individuals and groups.
Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing inquiry, 20(1), 11-22.
Effective nurse leadership is important and essential for workplace enhancement and achieving optimal patient results (Hutchinson, & Jackson, 2013). The authors in this article review more than ten years of nursing scholarship on the transformational leadership model and its empirical evidence. The authors further interrogate the uncritical adoption of the transformational leadership model has led to a limited interpretation of leadership in nursing.
Given the limitations of the transformational model, the authors push for embracing new ways through which nursing leadership can be thought (Hutchinson, & Jackson, 2013). This article is significant in demonstrating why transformational leadership in nursing is positive.
Moriano, J. A., Molero, F., Topa, G., & Mangin, J. P. L. (2014). The influence of transformational leadership and organizational identification on intrapreneurship. International Entrepreneurship and Management Journal, 10(1), 103-119.
What influence does transformational leadership and organizational identification have on intrapreneurship? Moriano, Molero, Topa and Mangin (2014) looks at this relationship. Managers play a significant role in supporting and encouraging the initiatives of individual staff to explore new opportunities, improve work process or develop new goods and services for the benefit of the business. In this study, the authors are examining the influence of manager styles of leadership on employee entrepreneurial behaviour and the meditating function of organizational identification (Moriano, Molero, Topa, & Mangin, 2014).
To analyze the data collected from 186 staff members drawn from different private and public organizations in Spain, the authors used Partial Least Squares. The outcomes indicate that transformational leadership has a positive effect on worker entrepreneurial behaviour, while transactional leadership construct negative influence the behaviour. Further, these influences were found to be partially catalysed by organizational identification (Moriano, Molero, Topa, & Mangin, 2014).
This article is significant because it explores reasons why employees can be productive. Most employers and managers want employees who can come up with new and innovative ideas for their organizations. However, most times the leadership style can negatively affect this advancement. When managers embrace the transformational leadership construct, such ideas can come forth.
Paulsen, N., Callan, V. J., Ayoko, O., & Saunders, D. (2013). Transformational leadership and innovation in an R&D organization experiencing major change. Journal of Organizational Change Management, 26(3), 595-610.
Paulsen, Callan, Ayoko and Saunders (2013) looks at transformational leadership and innovation in a research and development organization going through major change. Change management is an important component of business success, especially in the modern age where innovation is key. The study examines how transformational leaders influence research and development team results around being more creative and innovative (Paulsen, Callan, Ayoko, & Saunders, 2013). Specifically the study aimed at focusing on the role played by group identification in mediating innovative results.
From the data collected for analysis, the authors established that perceived support for creativity and innovation and group identification exerted equal independent impacts in fully mediating the link between team innovation and transformational leadership (Paulsen, Callan, Ayoko, & Saunders, 2013). The study is important to the topic because it points out how transformational leadership style impacts team climate and identification, and consequently innovation in the context of research and development teams. The leadership offers better results in creating an innovative organization.
Wang, C. J., Tsai, H. T., & Tsai, M. T. (2014). Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40, 79-89.
In this study, the authors are connecting transformational leadership and the creativity of employees in the hotel industry. Through an integration of cognitive theories, creativity and transformational leadership, the authors explore the links among transformational leadership, job complexity and creativity, creative self-efficacy and creative role identity. The findings indicate that transformational leadership of supervisors positively impacted employee creative self-efficacy and creativity.
The complexity of job was established to moderate the link between employee creative self-efficacy and creative role identity, and the relation between employee creative self-efficacy and their creativity. The study is significant because it shows how transformational leadership positively impacts creativity of employees in the hospitality industry.
Yasin Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership & Organization Development Journal, 34(6), 532-550.
How does the transformational leadership construct influence work engagement? Yasin Ghadi, Fernando and Caputi (2013) look at this relationship and its mediating impact of meaning in work. Perceptions of work meaning, work engagement and transformational leadership were analyzed in an empirical study based on a sample of 530 full-time workers in Australia. The findings from a structural equation modelling demonstrate that transformational leadership construct impacts the work engagement attributes of followers.
More significantly, the direct link between transformational leadership and engagement at work was established to be partially mediated by the perceptions of employees of meaning in work. With the global population of unengaged staff increasing, the study is important in helping reduce the billions of losses in productivity occasioned by lack of engagement by providing human resource managers with new ways of developing training and learning programs that could promote transformational leadership features in the workplace.
Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? The Leadership Quarterly, 24(1), 94-105.
What role does trust play in transformational leadership? This study is important in understanding the mediating role of trust in transformational leadership impacts. The study is examining the mediating impacts of affective and cognitive trust on the relationship between perceptions of followers of transformational leadership behaviour and their work results. The authors obtained data from 318 supervisor-follower dyads from a manufacturing company in China.
They modelled the link between transformational leadership and work outcomes of the subordinates, which include job performance, organizational citizenship characters, and affective organizational behaviour. The findings show the significance of affective trust as mechanism capable of translating transformational leadership into positive work results for the organization.
References
Bellé, N. (2013). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109-136.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of business research, 65(7), 1040-1050.
Herman, H. M., & Chiu, W. C. (2014). Transformational leadership and job performance: A social identity perspective. Journal of Business Research, 67(1), 2827-2835.
Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing inquiry, 20(1), 11-22.
Moriano, J. A., Molero, F., Topa, G., & Mangin, J. P. L. (2014). The influence of transformational leadership and organizational identification on intrapreneurship. International Entrepreneurship and Management Journal, 10(1), 103-119.
Paulsen, N., Callan, V. J., Ayoko, O., & Saunders, D. (2013). Transformational leadership and innovation in an R&D organization experiencing major change. Journal of Organizational Change Management, 26(3), 595-610.
Wang, C. J., Tsai, H. T., & Tsai, M. T. (2014). Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40, 79-89.
Yasin Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership & Organization Development Journal, 34(6), 532-550.
Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? The Leadership Quarterly, 24(1), 94-105.
6. Comparison of interviews to annotated bibliography.
Will be done by Saturday
