Leadership Development Plan

Leadership Responsibility- Preparing Self

Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.

Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.

As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).

Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.

To become a good and productive leader, one should basically be a critical thinker and often be aware of the presence of potential opportunities and apply them in benefit of the company. Effective listening normally assists a leader in getting a feedback from others and also attains a sense of the requirements of the team members and act upon them appropriately (Kramer, 2005). A truly effective leader should energize and motivate others and be disciplined so as to implement the set goals and be respected.

Good leadership is actually developed by the capability of handling challenging circumstances and get solutions to conflicts. Leaders must be honest and straight to the point and appropriately understand the employees. A good leader must basically consent to being a follower and know how to properly organise the value of the team members and enhance team work so as to create new ideas or strategies for effective administration.

The current development program that I am participating on is the Global Leadership Development Program. This is an outstanding international program which is aimed at infusing cultural exchange, diversity as well as non-linear system of thinking into leadership. One of its programs is Ship for World Youth Program (SWY) which was created in Japan and meant for fostering an effective leadership in the careers of most world youths. This program positively promotes the growth of other youth’s by intensifying mutual understanding of potential leaders from various countries therefore encouraging unity in development.

The program additionally develops the ability of a leader to handle various cultural needs and develops better communication skills. This has solidified the level of international cooperation by developing an improved economy in many countries due international trading activities (Bass & Berson, 2003).

Group learning is basically developed to facilitate improvement in given regions such as negotiation and influence, decision making, practice and principles, and self-awareness in leadership. Trips and journeys are also planned to other companies to learn some of the best practises that they do assume in their success models. Organizing conferences which help individuals to learn more about their specific career paths and assists in the interaction with others who possess same aspirations and interests is also critical. Additionally, conducting distinctive project trainings which help tackle issues of importance to the organization or company therefore improving leadership effectiveness (Rosen, 2000).

Job rotation is also practised with an aim of magnifying an individual’s expertise in dealing with other responsibilities outside their major profession. A person can be associated to a more experienced comrade who mentors and give advices that are effectual in development. Organizing leadership forums as well as coaching can assist in facilitating the performance of a person via the manifestation of the quality of collaboration, communication as well as trust amongst leaders of influence (Bass& Berson, 2003).

References

Andriessen, E. & Drenth, P. (1998). Leadership: Theories & Models. In P. J. Drenth, A Handbook of Work and Organizational Psyxhology. United Kingdom: Psyhology Press.

Bass, B. & Berson, Y. (2003). Predicting Unit Performance by Assessing Transformational and Transcaction Leadership. Journal of Applied Psychology.

Kramer, R. (2005). Developing Global Leaders: Enhancing Competencies & Accelerating the Expatriate Experience.New York: The Conference Board.

Rosen, R. (2000). Global literacies: Lessons on Business Leadership & National Cultures. New York: Simon & Schuster. Simon & Schuster.