In the below report, every person strive to emerge as an influencing personality. The best time to groom up the personality is the recent college life and placement (after the experience of 2-4 years).
The following paper focuses on reflection and critical thinking of one`s personal journey. Leadership is dynamic process distributed among various actors. Teenage is the most important phase of life when leaning power of a person is strong and personality transformation becomes easier in this age.
The implementation of theories of leadership is necessary for self-development. By understanding every theory of leadership, the person gets aware of all types of personality traits needed for self-development. Theories related to employee`s performance and leader`s contribution towards motivating and inspiring them makes the personality traits of those leaders. Theories such as situational theory, transformational theory, path-goal theory helps to identify and classify leader on different trait basis.
Directive leader behaviour, Supportive leader behaviour, Achievement-oriented leader behaviour are different leader`s behaviour that helps to classify leader on the basis of their way to influence their subordinates and their performance. Personality development plan is a tool that helps to identify the various qualities of a leader in the business global world. Qualities such as creativity, dedication, openness, well-defined code of conduct, and communication skills are the common traits in a leader. Various models such as whiteman GROW model and Boyatzis Intentional change model are used for developing and focusing on personal development plan thoroughly. GROW model individually focuses on asking question on every aspect of subordinate`s actions so that every surrounding opportunities can be identified for growth.
The student life is transforming age and revolutionary time of human life. From age 20-30 years, it is the golden time of one`s life in which we can develop our wisdom and also shape our visions to towards developing leadership skills. There are various fundamental principles that drive my believe system about leadership as a process rather than an activity. It is very important to make realisation at right time and in right age, to decide when and how the leadership skills can be developed. Through my career, I have realised and touched various points that can reshape and influence perspective regarding development of leadership skills. In my educational career, I pursued MBA and as a professional career, I was recruited at IBM. In order to understand the reason behind making personal development plans and reflecting rationale in relation to developing leadership skills as a HR in IBM. Initially, I have to discover the fundamental principles related to leadership skills (Meuser et al., 2016). The traits and principles of a good leader are honest, inspiring, intelligent, competent, and forward-looking. Firstly, I want to follow my inspiration who is Warren Buffett. Buffett is one of the most successful and well-known investor in the world. People call him with a title “Wizard of Omaha.” Constantly, he has been named in the list of wealthiest people in the world. Building trust is not a small task especially when it comes to leading the whole company (Hu, and Judge, 2017). To achieve trustworthiness, one has to inculcate consistent thinking, regular communication, and compassion in self-nature. I want to be a type of person who respect commitments, and regulates kindness. I can not influence my team unless employees, clients, and public do not trust me (Gibert, Tozer and Westoby, 2017). Another way to win trust is to be best at what I do. Highly skilled people demands respect. Moreover, Buffett, a proficient investor will no doubt consider all the necessary personality traits to rule the industry as a leader. Apart from the technical skills, intangible abilities such as strategic thinking, relationship building, and project management differs an inspirational leader to a mediocre.
Personal development plan is a tool that can identify areas for future development and encourage lifelong learning. Development plan include various processes such as planning, self-assessment, monitoring and helping the employees to develop capabilities and fulfil the purpose of the job.
Situational leadership theory- Situational theory states that leaders have to alter and modify their behaviours according to the prevailing situational factors. The adaptation of behaviour as per the environment situation is mandatory for a leader and simultaneously it is important to focus on readiness of followers (McCleskey, 2014). It mainly focuses on two different behaviour: relationship behaviour and task behaviour. In task behaviour, it is the tendency of leaders to declare, assign, and delegate duties and responsibility in the group. To decide whether combining behaviour with the operation of the business is an appropriate situation (DuBois et al., 2015). A leader must access follower readiness. The readiness of the employees imply that whether follower is willing to accept the change environment and the capability to accomplish a task (Meier, 2016).
Path-goal theory- Path-goal theory elaborates how a leader can positively influence the behaviour of followers and subordinates by conducting sessions on motivation and job satisfaction. It is very much relevant to expectancy theory that focus on the path through which leader`s influence subordinate`s perception of performing activities to achieve both work as well as personal goals. The theory argues leader`s behaviour affects the perception of followers (Nawaz and Khan, 2016).
Directive leader behaviour- This type of behaviour allow subordinates know what is expected from them, developing work time table, mentioning the basis of criteria for outcomes and rewards, and provide them proper guidance to achieve work standards (Landis, Hill, and Harvey, 2014).
Supportive leader behaviour- This type of Leader`s behaviour is focused on concern for the status, fulfilling the basic wellbeing and needs of the employees, organising small programmes to make work pleasant, and remain friendly and approachable especially when employee`s behaviour is not appropriate (Men, 2014).
Achievement-oriented leader behaviour- This type of behaviour is concerned for settings of challenging goals and expecting the subordinates to perform as per the highest level of performance decided (Bokhari et al., 2015).
Transformational leadership- Transformational leaders expects that subordinates should perform beyond the normal expectations by encouraging subordinates to focus on broader visions that transcend self-interest to concentrate on intrinsic higher goals rather than extrinsic lower goals. This leadership theory focuses on interaction process that establishes a solid relationship resulting in high trust, increased motivation, both in terms of intrinsic as well as extrinsic in both leader and follower. Leader transform and change employee`s behaviour through inspiring nature and charismatic personalities (Blomme, Kodden, and Suffolk, 2015). As per this theory, rules and regulations are bit flexible and easier to follow and guides the group norms. These qualities of this theory provides a sense of belonging to followers and subordinates (Ghasabeh, Soosay, and Reaiche, 2015).
Organisational growth depends on the ability of leader to convince and perform to gain productivity and create trustful environment. The traits are-
Creativity- A leader should have the ability to create ideas especially in dynamic situations. Creativity can be achieved when the leader has practised different tasks in different organisations in different forms. A leader can achieve organisational goals and overcome different dynamic environmental barriers through a creative mindset.
Openness- Leaders should always have the capability to listen to new ideas and consider others point of view. Openness means creating good relation with everyone so that they can explore other`s ideas and encourage their work. It builds trust among various members of the organisation.
Dedication- Dedication refers to confidence towards the task. The attitude of “can do” for a task is expected from a leader. Apart from technical skills, intangible skills such as managing project management and getting the work done by enforcing the employee`s at maximum level. It is very important to set an example for subordinates to accomplish the goals with full dedication.
Honesty- An organisation always demand trustworthy people to remain truthful and fair towards organisational behaviour. Followers look up to leaders activities as benchmarks of what activities can be performed (Latham, 2014).
Well-known code of conduct- Leaders should thoroughly study the whole code of conduct of the organisation. Leader has the obligation to follow code of conduct carefully so that followers can also follow the footsteps of leader. Code of ethics has defined rules and regulations that enforces the fulfilment of code of ethics by subordinates (Mayfield, and Mayfield, 2018). An organisational ethics brings rules for everyone to behave ethically as per the laws by treating everyone as equal.
Communication skills- Global world demands and considers good communication skills at the uppermost requirement. It is important for a leader to conduct interaction activity with subordinates. A leader should have knowledge of different cultures. If a leader lacks this skill, it becomes very difficult to lead a team. All the important attributes includes the communication skill as the first one (Boies, Fiset, and Gill, 2015).
The GROW model is the most common coaching framework used by executive teachers and guides. Several managers learnt GROW model as a way to arrange coaching and teaching sessions for their employees. Manager use the model to help employees so that they can realise the considerable improvements required for subordinate`s growth (Bernhardt et al., 2016). This model is concerned for asking great questions. Coaching would not tell the employee what to do; it will help the employee to come up with answer related coaching questions at right time for the exact question. Every phase of the model asks variety of questions to deeply understand the clarity of goals, current reality, explore options, and generate various solutions, and achieving commitments (Mccarthy, 2018).
(Source: Sketchbubble, 2017)
GROW is abbreviated for Goal, reality, options, way forward-
Goal- Deciding the goals that what do I want? Teaching from manager starts with establishing and fixing the goals. It can be a performance goal, a problem to solve, a development goal, and a goal of coaching session (Grant, 2011). For clarifying goals settings as well maintaining consistency among the whole team, encouraging the team members such as employees and subordinates to use SMART goal format. S stands for specific, M stands for measurable, a stands for Attainable, R stands for realistic and T stands timely. The questions are designed in such a manner that it clarifies what are the wants, what to achieve, what to accomplish, results to achieve, ideal outcome, benefits to achieve, and changes (Palmer, 2008).
R- Accepting and identifying the reality of where do I stand? This step in the GROW model helps to gain awareness of present situations such as- Identifying the magnitude of the situation and context of the situation. This stage includes a rapid-fire interrogation. The questions let employee to think and reflect the answer in the own way (Chiu, Owens, and Tesluk, 2016). By using active listening skills- there is a way to generate solution or share the opinion. There are many questions designed to clarify the occurring reality such as what is happening now, effect of happening, description of what will happen, where am I in relation to achieve my goal, progress to be made, whether working well or not, and learning from serious situation.
O- What are the available options and what could I do? Once a concise and clear understanding of a situation has prevailed. The coaching conversation turns to what they can do achieve the organisational goals. There are various questions designed to help the employees to explore and generate options. The questions my related to what are the options available, identifying most challenging part of own self. Advice from a friend in context to improve own self, consequences if I fail to work, what can be 1st step, what to do next to improve, what is other option if this can not be done, how to know who has encountered the situation with same difficulty level are some of the common questions under this level (Passmore, 2007).
W- What will be the way of doing and achieving goals? This step is the last step in the GROW model. The coach checks for a commitment and helps the employee to establish a clear action and develop plan for next few steps. There are various questions related to achieving and accomplishing goal such as- what action should be taken at what time, is there any other option to do things rightly, what could be other way to move forward and overcome problem, review progress reports on daily, weekly, and monthly basis. This stage in model provides accountability and allow me to change the approach if necessary.
(Source: key step media, 2018)
Leadership is largely all about exerting influence that encourages others to follow and achieve a desired goal. As the world continues to change in a rapid pace. Organisations and leaders should investigate alternate means of enhancing knowledge, skills, and capabilities required to succeed in a dynamic environment. Through my experiences, I continue to see development of leadership traits as an ongoing process. This model gives a set of related but different behaviour organised around underlying construct called “intent.”
Efficiency orientation focuses on organisation objectives, task, mission, vision, and achievements. Challenging goals and supporting suitable planning check the efficiency of the plans made. Through this way, a leader is able to overcome and handle obstacles. There are various competencies identified under this model- power-oriented behaviour that influence subordinates behaviour and seek position in an organisation. Through this model, both individual and manager strongly believes that self-control and self-driven actions are mandatory.
Acting without full authorisation on any agreement can become uncertain and complex. A leader is able to make effective presentation skills. He is able to speak well with strong and good body language with effective speaking skills. Conceptualisation uses inductive thinking and reasoning to identify relationships, models, and patterns. By using creative and synthetic thinking to develop, the solutions and ideas with the help of model. A leader uses socialised power to develop networks in the business world. Leader acts as a person in the middle to solve conflicts and accomplish togetherness between different employees.
Reflexion practises have still not received prestigious position which it deserves in personal development plan. The primary mode of communication is writing and penning down the personal experiences. Acquiring new behaviour helps to use new knowledge as a part of reflective writing. Moreover, when conscious awareness of leaning is authenticated with recent performances to rectify and improve future performance, it commonly uses three reflective strategies to incite performance and engage improvement strategy. Reflective practises is the defined ability to reflect one`s action and engage the process of continuous learning. Paying critical attention to practical theories, which inform actions and examine practises reflexively. Reflecting and composing a note of self-reflective writing has become important element of studying and learning. Reflecting helps to develop the skills and revise their effectiveness rather than justifying doing things that you have already done. There is a list of questions to ask reflective questions to ask strengths, weaknesses, problems, achievements, happiness, and skills related to oneself.
Conclusion
Leaders are addicted to answers. They always want their subordinates to perform better and give greater productivity in terms of organisational objectives as well as personal growth. Greater value will be given to subordinates who ask right questions and answer them correctly as per the requirement. Different types of leadership theories such as transformational, situational and path-goal theory helps to identify different types of leader. Models such as Whiteman GROW and Boyatzis Intentional change model gives a set of defined and organised rules. Challenging goals and proper planning of these goals helps the leader to interact with different people to get suggestion at different level. GROW model makes a questionnaire based on what is the goal, what other options are available if the defined goal is not achieved, what resources are actually available to achieve the defined goals and at last reports will be generated to identify the result and outcomes. In order to capture organisational diversity, a leader should be trustworthy and have knowledgeable expertise in his field. To ensure that work is done in a systematic and structured manner, models such as Whiteman GROW model and Boyatzis Intentional change model focuses on drafting the personal development plan. Personal reflection or critical thinking helps to identify and draw certain models to make changes in oneself. Innovation and creativity in job works help to identify challenges in translating solution and transfer knowledge.
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