Introduction
My current role is that of a marketing manager where I am working in teams, and different responsibilities are assigned to us by the manager. In my current job, I have to communicate with other members on a regular basis, and I have to learn new concepts and methods to process information in an effective and meaningful manner. I do not have a supervisory role at present, but my job does involve the delegation of authority and regular meetings to resolve issues. My aim is to focus on the role of a strategy developer and play an important role in the management of a company.
In this plan, I will set out my plan highlighting three key development areas that I will particularly focus on in the next years. My personal leadership vision statement is that I want to become a leadership at the intersection of in-depth knowledge and ability to lead others by example. Based on my vision statement the three key development areas include self-evaluation, ability to share a vision with others, and encourage others to act.
Justification
The key areas I want to focus on improving as a leader can be supported by the theory of transformational leadership that highlights that the leader needs to be focused to create a visionary position and inspire other by adopting different ways to enhance their leadership strategies. The key areas as a leader I want to improve can be related to the transformation leader as it shares a similar vision. Rudnick (2007) supports that the transformation leaders are future oriented, committed to planning, open minded and dynamic (Rudnick, 2007).
Self Evaluation
In the future, there is constant development that needs to be effectively addressed by the leader. Seeing myself as a leader, I believe I need to prepare myself in a competent manner for a progressive development. In contemporary environment, it is essential for me to predict the upcoming challenges. My focus of improvement firstly stresses on self-developing stressing evaluating my core strengths and weakness. Finkelstein et al. (2009) explain that the future leaders need to be adaptive and constantly engage in the self-development process. It is important because the global business environment has become diversity and challenges (Finkelstein et al., 2009).
Since contemporary business environment is also constantly changing because of the technological development and other associated factors. It is important to ensure that the leader should remain open-minded and remain adaptive. Therefore, self-evaluation is the most critical aspect that the leader should focus to remain competent. I think through focuses on self-evaluation I would be able to identify the core areas I need to improve or enhance my skills/knowledge.
I want to be competent due to which sticking to a certain extent would abstain my personal development as a leader. Herein, I believe for becoming competent leader it is important to constantly engage myself to learn and broaden my skills and learning. My this vision to keep skills better through constant evaluation can be supported by Cran (2015) who states that it is important for a future leader to determine skills identified as a leader and bring upgrade to remain competent (Cran, 2015).
Ability to share vision with others
Other than this, I want to be a leader who transfers the visions. I think without a vision the development of a leader is stagnant. For this, it is important for a leader to be cooperative. The ability to share a vision can only be attained if the leader ensures that he make a pathway that is a combination of competition and cooperation. It can only be attained if the leader has ideas and opinions, which are creative.
I want to set examples for other by working with them as a team, helping them and share the ideas that are unique. Unlike, another leader that impose duties and create a burden on other, I am more focused on team working. For this, I want to keep an eye constantly on the psychology and behaviors that I would like to learn more in the courses of organizational behavior. I want to inspire other my setting myself as an example which I can do through supporting individuals to mobilize and inspire them to work. At the same time, I would remain committed to developing communicative vision through which I can promote the development of others and myself in the long run. I am not a person who wants to focus on short-term goals, but I rather want to emphasize on creating a long-term impact.
Engelen et al. (2014) support sharing of vision under transformation leadership highlighting that the leader can consistent works with the values, strengthening strong communication and vision can attain the goals (Engelen et al., 2014). The effectiveness of the leader is to encourage other through encouraging self-sacrifices and share collective identities to develop a stronger vision.
Encourage others to act
The third key area I want to focus is on encouraging other to act. For this, it is important for the leader to develop an environment where each of the individuals is respected and given a comfort level to practices. I want to be a leader makes sure that each of its employees is focused on attaining given objectives and tasks. For this, I would provide them with every possible support. Therefore, I want to a person who listens to them, encourages their visions, respect their views and guide accordingly. It would enable me to focus on the factors that need to be improved and enhance the productivity of one another. Kouzes & Posner (2012) highlight that it is important for the leader to encourage its others and it can only be attained if the leader is able to develop supportive environment (Kouzes & Posner, 2012).
Summary
On the basis of personal assessment, I believe that the role of the leader to pursue progressive development requires a strong focus on personal competency. At the same time, in future, it is important for the leader to focus more on collective development. For that, I would always be focused to bring innovative leadership development to improve prospect as a leader through addressing the needs of stakeholders and encouraging others. The vision of a leader can be coherently eradicated though recombining of different background, values, and development of one another.
List of References
Banutu-Gomez, M.B., 2011. Global Leadership, Change, Organizations, and Development. Bloomington: iUniverse.
Cran, C., 2015. The Art of Change Leadership: Driving Transformation In a Fast-Paced World. 1st ed. New Jersey: John Wiley & Sons.
Engelen, A., Schmidt, S., Strenger, L. & Brettel, M., 2014. Top Management's Transformational Leader Behaviors and Innovation Orientation: A Cross-Cultural Perspective in Eight Countries. Journal of International Management, 20(2), p.124–136.
Finkelstein, S., Hambrick, D.C. & Cannella, A.A., 2009. Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Board. New York: Oxford University Press.
Kareem, J., 2016. The Influence of Leadership in Building a Learning Organization. IUP Journal of Organizational Behavior, 15(1), pp.7-29.
Kouzes, J.M. & Posner, B.Z., 2012. The Leadership Challenge: How to Make Extraordinary Things Happen in. New York: John Wiley & Sons.
Kouzes, .M., Posner, B.Z. & Biech, ., 2010. A Coach's Guide to Developing Exemplary Leaders. New York: John Wiley & Sons.
Lussier, .N. & Achua, C.F., 2013. Leadership: Theory, Application, & Skill Development. Mason: Cengage Learning.
Rudnick, J.D., 2007. Transformational Leadership. [Online] Available at: HYPERLINK "https://www.chausa.org/publications/health-progress/article/may-june-2007/transformational-leadership" https://www.chausa.org/publications/health-progress/article/may-june-2007/transformational-leadership .
Senior, B. & Swailes, S., 2010. Organizational Change. New York: Financial Times/Prentice Hall.
Appendix: Leadership Plan for the next three years
