This paper defines the leadership and discusses necessary steps to make to achieve a well-developed strategy plan. There are many definitions of leadership and even leadership professionals have diverse views about it. Leadership is not about your position, power or rank, for me, leadership involves the self-awareness, identifying your weakness and strengths. Leadership involves taking opportunity the ﬁrst and applying personal self-control methods to win the second, surrounding yourself with the right group to overcome some of your faults; where the ultimate goal is to win the trust of your followers to move them toward a mutual goal.
From another standpoint, the spearhead should be able to recognize his team needs, inspire them and add toward the improvement to make many other leaders. Being a leader in a governmental ministry, where the number of permanently employed staff is nine hundred, appropriate leadership strategy and skills is needed; to cover up the daily challenges in the ministry. Therefore, it is very necessary to develop a good and realistic development plan in leadership to handle these challenges.
Mission, vision and core values
The vision of this development plan of a project is to be the leading leader in developing and creating new leadership and leaders in the team of the ministry. The mission of my development plan is to develop a performance management system to make certain of executing the strategy and clear accountability. The core values of this new leadership strategy or plan is pledging to high moral standards, frankness, and uprightness, and embracing excellence, eminence service and incessant improvement from my followers.
When developing the development need plan, it very necessary to understand diverse leadership styles and an emotional acumen, strengths and weakness related to it. Effective leadership eludes many people and organizations (Goleman, 2000). The most successful leaders have stronghold and weakness in the following emotional acumen know-hows; motivation, social skills, self-awareness, understanding, and self-regulation. They are six method of leadership; each one of them applies the key component of the emotional intelligence in not the same combinations. The six basic leadership styles include; coercive, pacesetting, authoritative, coaching, affiliative and democratic. The coercive style is very appropriate in a setback situation, after handling workforces difficulties; it involves do as the boss says, however, it limits organizational flexibility and weaken motivation.
In the pacesetting leadership, a leader set high standards of performance which the followers use as impact on positive motivation, but it overwhelm some of the followers. Coaching style focuses on personal development. An authoritative method is the one that uses a “accompany me” tactic. It organizes well in the industry that is in an implication; however, it is not effective when dealing with more experienced professional than you. A democratic method gives my followers a voice in the decision-making, but it gives birth to endless meeting. The last in the leadership styles is an affiliative method, it valid in coming up with the team accord or growing morale. But the style focus on praise can permit a poor act to go uncorrected.
To come out as the top spearhead, I should know more than one method of management. Being this kind of a leader, it is flexible in changing from one style to the other as per dictation of the circumstances. The more method I understood, the better. In particular, being able to switch from one form of style to the other, as the situation dictate, make the best organizational environment in the ministry.
Incorporating aspects of each of the three elemental charm proportions, a character-based trailblazer is best seen as an agent of moral change (Wright& Lauer, 2013). Another development need plan is my character, strengths and weakness. Character is defined as the intellectual and ethical attitudes that leave one sensation most intensely and deeply energetic and active. The real me stress the importance of being as exact as possible in outlining the character idea. In that regard, a character-based leader is someone with the essential self-discipline (ethical discipline) to generously act on his or her own wish (moral autonomy) to motivate, sustain, and change the beliefs and attitudes of both self and followers.
Best viewed as giving an all-embracing moral scope, the character-based leader has the standpoint to unceasingly strive to move his or her organization, team or group past narrow, self-interest chases toward the accomplishment of mutual good goals (ethical attachment). While drawing on a number of viewpoints, including servant, mystical, values-based and reliable, character-based leadership is notable by its vital obedience to a core moral context. This ethical focus is drawn clearly when compared with values-based classes to leadership. The weakness in my character is that I don’t provide consideration to facts, and I don’t push people hard.
Ambiguity leadership is another area considered in the project development of the need plan. Models for leadership admit uncertainty as a datum of life for employed leaders. While we consider uncertainty grasses upon us, in reality, it exists every day. In fact, one could claim that ambiguity is just “the way stuffs are” in a post-industrial group. Just like most people, uncertainty makes me panic. It can collapse a plan.
Measuring the ability to engage amid uncertainty is no more difficult than measuring any of the other important traits that we look for in self-assessments and multi-rater feedback (Peterson& Mannix, 2003).It can create someone lose Slumber. It can stop you in your ways. Most people try to evade it. Measuring the capability to engage amid doubt is no harder than gauging any of the other vital characters that we consider for in self-assessments and multi-rater response. The personalities of indecision tolerance can also be uncovered through coaching and interviews.
Ambiguity architect program can help in accessing the comfort related with discomfort. This program identifies eight kinds of employers founded on their comfort level with vague conditions and their know hoe at dealing the resultant uncertainty. The third type is the Future scanners: These folks are actually fluid philosophers who want to comprehend how a ministry runs and continually consider how it will play out in future settings. They are not “seers,” but in its place demonstrate a curiosity for the forthcoming. Number four on the category is the Tenacious challengers: These folks are tire-less in resolving problems. They will, in some circumstances, drive others to do likewise, even though it is not always valued. If they don’t stimulate others, they will be seen as rough or worst-case state or punitive.
Fifth on the sorts is Exciters: These persons were mutual in the study. They adore what they do and they need everybody else to like what they do, too. Sixth are the Flexible adjusters: These influential exhibit two inclinations: the capacity to admit they’re incorrect and the ability to trade changes to folks whose conceit is against the adjustment. This is shown to be an exclusively important advantage in corporate. Seventh of the list are the Simplifiers: Using spoken or written approaches, these persons are able to take complex ideas and help everyone in a ministry understand where the organization is heading. Being a simplifier seems to be something that can be well-read. The last but not least are the Focusers: Last but not least, focusers have the ability to pinpoint and spell the critical few actions that require to be done, as well as change to a diverse set of actions at the correct time.
The development also recognized sets of manners that tend to limbs performance during ambiguous times and used these to categorize workers. First are the Poor transitioners: These folks have difficulty changing from one kind of duty or conduct to another. Pointers of this feature might include being really capable at some jobs but extremely dared by others. Second under this category are the Wet blankets: They reduce the energy of a group. They may lack zeal for their own work and respond adversely to the commitment of co-workers. Third are the Conflict avoiders: These persons tend to be overly accepting, often the result of being highly opposed to potentially provocative or intense situations. Fourth are the Muddy thinkers: They show misperception that at times is self-inflicted. They process matters in a way that makes the disputes more difficult than need be.
The last thing to include in the strategic plan is the assignments development. Using development job assignments productively will have positive benefits for both the individuals and the organization (Montross, 1992). First let me consider some of the crucial caveats for applying assignment development. Firstly, individuals selected for an evolving assignment should be told the reason why they are getting the assignment. Furthermore, a helpful structure should be put in place. In logic, the greater the expansion stage for the individual and the more counterculture for the group; the more backup should be provided.
In the development plan and the strategy for the ministry I have clearly elaborated the main things to include in the plan that include; leadership styles (power and fault), character growth, use of duty and ambiguity (causes, effects and how to deal with it in an organization). In the character section, I have described the strength and weakness of myself; being honest, failing to do a follow up etc.
D, G. (Ed.). (2000). Leadership gets result. HARVARD BUSINESS, MAR/APRI Peterson, R. S., & Mannix, E. A. (2003). Leading and managing people in the dynamic organization. Mahwah: Lawrence Erlbaum Associates. Wright, T., & Lauer, T. (2013). What is character and why it really does matter.Organizational Dynamics, 42, 25-34. Montross, D. H., & Shinkman, C. J. (1992). Career development: Theory and practice. Springfield, Ill., U.S.A: C.C. Thomas
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