In the personal leadership development plan that I will formulate, I will focus on important leadership skill that I think I need to develop to become a better and more competent leader. To begin, the Skill-based Model of Mumford which capitalizes on leadership traits required in order to acquire ability in solving management problems will be used in the evaluation of my leadership trait. Effective problem-solving according to Mantha and Sivaramakrishna is highly essential because it empowers managers in their professional and personal lives (p. 1). However, he also acknowledged that good problem solving skills seldom come naturally they are consciously learnt and nurtured (p. 1).
Theory 1 The skill-based model leadership theory
The Skill-Based model of Mumford has five components of which the three are essential leadership skills, while the other two help in enhancing those leadership skills (p. 44). As pointed out earlier that problem solving skills are learned, and so the model emphasized that the components of the model which contribute to the competency of a leader helps in acquiring problem-solving skills.
The first three components are Individual Attributes, Competencies, and Leadership Outcomes each represents a box arranged consecutively from left to right with arrow pointing to the box on the right. Competencies, which is at the center, composes several elements such as problem-solving skills, social judgment skills, and knowledge all are vital for effective performance (Northouse Northouse, p. 44). Accordingly, competencies involve acquired intelligence or perceptual understanding which balances situations in order to achieve organizational goals. A leader has to be sensitive enough to use possible hints in decision-making to avoid negative consequence of a wrong decision. The individual attributes include general ability (or intelligence), crystallized cognitive ability (or acquired intelligence), motivation, and personality. These attributes are basic in ones self which contribute to his leadership competencies. This is the foundation of a leaders competencies, which they need to nurture first. All these aspects affect ones leadership ability. Lastly, the leadership outcomes would be the effective problem solving and performance. Again, these outcomes are influenced by the leaders competencies (Northouse Northouse, p. 50).
The last two components are career experiences and environmental influences, which coordinate the first three components as illustrated in form of connecting arrows under each box. The model also explained that career experiences nurture further the individual attributes and competencies, while environmental influences may affect the three components.
This model is very useful in my development plan because it will help as I determine which areas I am good at and which am not. This model will also guide me as I identify tasks involved in my action plan.
My Leadership Strengths and Weaknesses
My strength as a leader is basically my technical knowledge of what leadership should be and practically how to motivate and involve people in my plan. On one hand, my weakness lies on problem-solving aspect of my leadership which affects the decision I make for the company.
To capitalize on my strength, I will use my knowledge to effectively motivate my people to involve wholeheartedly maximizing their effort for the advancement of the company. I will develop more plans that will generate more profits and sustainability for the growth of the organization by means of strengthening cooperation and collaboration among the employees. I will do it in good manner
Despite a good leadership trait that I manifest, the problem-solving aspect brings me a lot of difficulty because I am afraid to allow my employees to intervene in the decision-making as if I am permitting them to act freely causing to lose the distinction between the leader and the employee. Few of the reasons for this perhaps, are lack of self-confidence, lack of trust to my employees, and fear of criticism for inability to make decision on my own or to settle conflicts.
To modify my weakness, I rarely share sensitive issues to my subordinates instead, I try to solve corporate problems which are often ineffective. Another strategy is focusing the teams attention on other issues which are often appealing and interesting.
Addressing the gaps between the leader you are now and the leader you would like to become
To make me a better leader, I need to address my personal struggles over facing difficult problem, which normally caused by lack of confidence and inability to handle interpersonal conflicts. In this way, I need to enhance my emotional quotient by accepting my strength and weakness and believing that other peoples skills are essential in the organization. Problem-solving is one competency of emotional intelligence, in which according to Hughes, Patterson and Terrell, is the social emotional competency that calls into action our sleuthing skills, as it is very much like detective work (p. 101).Basically, I am referring to my personality which is one of the attributes needed to become competent according to Skill-Based Model. Thus, making advantage of my members skills should not threaten me rather I should see it as an advantage on my part. By allowing them to contribute ideas, I can divert my attention from self to a much important thing. Conger, Riggio and Bass pointed out, technical and creative problem-solving skills allow leaders to orchestrate the context for the integrative efforts that provide a basis for idea generation (p. 138).
If ever I will lessen my tendency to focus on my own weakness, I can create a team that actively involved in decision making through a sound problem-solving effort. In that way, I can intensify the motivation of my members and at the same time, I will become an emphatic and charismatic leader.
Action Plan
As part of the action plan that I have to take in order to overcome areas of concern that hinders creative problem-solving skills is enhancing my emotional quotient. According to Feinstein, emotional intelligence has different abilities that are essential for a leader to possess, such as (a) the ability to accurately perceive and express emotions (b) the ability to access and generate feelings when they facilitate cognitive activities (c) the ability to understand emotion-related information and make use of emotional knowledge and (d) the ability to manage emotions optimally in both self and in others (p. 201). At this condition, difficult and challenging situations normally test a persons personality only his emotional quotient can make him intelligent in balancing both his emotion and the given situation which often results to a better decision-making process and lasting positive change. It is emotional quotient that enhances the creative side of problem-solving.
To increase my emotional quotient, I need to be practically aware of my own emotion during taxing period. In a sense, I must be aware of disturbing negative emotion that ruins my day and disposition. Secondly, I need to cultivate trust for my team members and allowing fear to subside because of my inefficiency (as I thought), then be optimistic with the result. Perhaps, as I gain exposure of the different views, my knowledge will also increase and so my understanding of the emotion of other people. Knowledge is also an attribute in order to develop competence in problem-solving. Thus, as Singh suggested, I need to unlearn bad emotional responses and equip them with necessary emotional competence (p. 64) in order to acquire attributes and competence as a leader. Third, I must develop a positive outlook in life by engaging in meditational activity where I can be alone to release stresses and bring in positive ideas.
Realistic Implementation Timeline
It will help me if I give my self at least one month self-training that begins in the morning until the time before going to bed. Morning and evening must be my time for meditation and self-reflection. Furthermore, the daily circumstances are presumed as challenges where I need to apply self-control over negative emotions.
However, in cases because of lack of self-discipline I fail to be consistent with my plan, I will enroll in some training center for emotional intelligent which are available in the internet. I can also join with a group who conducts meditation every day.
Realistically, the appropriate timeline to follow when training for increase in EI is lifetime to which the age maturity is the top among the factors. People at age 40 normally have achieved some degree of emotional maturity.
The impact of the plan to leadership, follower and organization Developing emotional intelligence on a daily basis will gradually transform my personality and my personal dealing with people in various situations. For this reason, the ability to handle conflict or problem in the workplace in a nice and intelligent way can increase my competence as a leader.
The workplace is the good place to start my personal training in enhancing my emotional intelligence through which, using my plan given the situations in the organization will benefit not only me but also my follower and my organization. By allowing the team to brainstorm and contribute to the solution to the problem, greater is the possibility that it will increase their motivation, enhance my leadership skills, and bring success to the company. Sala, Druskat and Mount had stressed that emotional intelligence is associated with better outcomes in work groups, leadership qualities such as the ability to propose compelling goals and ideas, better performance in group decision-making activities, higher supervisor ratings of job performance, higher performance rankings from managers, and higher percentage merit pay (p. xxxiv).Means of Assessing and modifying the plan
Through personal assessment after each days work is a good time and means to assess and modify the plan. Assessing and modifying include evaluation of the effectiveness of my implementation while, modifying takes place when there is adjustment in my action plan. Both of these will guide me to maintain my focus until I get what I desire.
Another helpful tool towards building emotional intelligence is through collaboration with a trusted friend who can coach me during unguarded moments. Motivating the team members to undergo training such as this using corporate approach can also help maintain my focus.
The Skill-Based Model which focuses on developing problem-solving skills required of a leader through enhancing personal attributes and competencies guarantees effective performance as the outcome suggests. Using this model, I figured out that the reason for my lack of problem-solving skills is lack of self-confidence and trust for other people, which fall under personality, a component of individual attribute. To increase problem-solving skills requires enhancing my emotional intelligence, which helps regulate my emotional responses in order for me to facilitate creative thinking. Despite the fact that developing emotional intelligence may take years, serious upholding on my action plan would make it easier to happen.
Indeed, it will take discipline and self-control before a person can learn emotional maturity but its fruit is lasting.
Theory 1 The skill-based model leadership theory
The Skill-Based model of Mumford has five components of which the three are essential leadership skills, while the other two help in enhancing those leadership skills (p. 44). As pointed out earlier that problem solving skills are learned, and so the model emphasized that the components of the model which contribute to the competency of a leader helps in acquiring problem-solving skills.
The first three components are Individual Attributes, Competencies, and Leadership Outcomes each represents a box arranged consecutively from left to right with arrow pointing to the box on the right. Competencies, which is at the center, composes several elements such as problem-solving skills, social judgment skills, and knowledge all are vital for effective performance (Northouse Northouse, p. 44). Accordingly, competencies involve acquired intelligence or perceptual understanding which balances situations in order to achieve organizational goals. A leader has to be sensitive enough to use possible hints in decision-making to avoid negative consequence of a wrong decision. The individual attributes include general ability (or intelligence), crystallized cognitive ability (or acquired intelligence), motivation, and personality. These attributes are basic in ones self which contribute to his leadership competencies. This is the foundation of a leaders competencies, which they need to nurture first. All these aspects affect ones leadership ability. Lastly, the leadership outcomes would be the effective problem solving and performance. Again, these outcomes are influenced by the leaders competencies (Northouse Northouse, p. 50).
The last two components are career experiences and environmental influences, which coordinate the first three components as illustrated in form of connecting arrows under each box. The model also explained that career experiences nurture further the individual attributes and competencies, while environmental influences may affect the three components.
This model is very useful in my development plan because it will help as I determine which areas I am good at and which am not. This model will also guide me as I identify tasks involved in my action plan.
My Leadership Strengths and Weaknesses
My strength as a leader is basically my technical knowledge of what leadership should be and practically how to motivate and involve people in my plan. On one hand, my weakness lies on problem-solving aspect of my leadership which affects the decision I make for the company.
To capitalize on my strength, I will use my knowledge to effectively motivate my people to involve wholeheartedly maximizing their effort for the advancement of the company. I will develop more plans that will generate more profits and sustainability for the growth of the organization by means of strengthening cooperation and collaboration among the employees. I will do it in good manner
Despite a good leadership trait that I manifest, the problem-solving aspect brings me a lot of difficulty because I am afraid to allow my employees to intervene in the decision-making as if I am permitting them to act freely causing to lose the distinction between the leader and the employee. Few of the reasons for this perhaps, are lack of self-confidence, lack of trust to my employees, and fear of criticism for inability to make decision on my own or to settle conflicts.
To modify my weakness, I rarely share sensitive issues to my subordinates instead, I try to solve corporate problems which are often ineffective. Another strategy is focusing the teams attention on other issues which are often appealing and interesting.
Addressing the gaps between the leader you are now and the leader you would like to become
To make me a better leader, I need to address my personal struggles over facing difficult problem, which normally caused by lack of confidence and inability to handle interpersonal conflicts. In this way, I need to enhance my emotional quotient by accepting my strength and weakness and believing that other peoples skills are essential in the organization. Problem-solving is one competency of emotional intelligence, in which according to Hughes, Patterson and Terrell, is the social emotional competency that calls into action our sleuthing skills, as it is very much like detective work (p. 101).Basically, I am referring to my personality which is one of the attributes needed to become competent according to Skill-Based Model. Thus, making advantage of my members skills should not threaten me rather I should see it as an advantage on my part. By allowing them to contribute ideas, I can divert my attention from self to a much important thing. Conger, Riggio and Bass pointed out, technical and creative problem-solving skills allow leaders to orchestrate the context for the integrative efforts that provide a basis for idea generation (p. 138).
If ever I will lessen my tendency to focus on my own weakness, I can create a team that actively involved in decision making through a sound problem-solving effort. In that way, I can intensify the motivation of my members and at the same time, I will become an emphatic and charismatic leader.
Action Plan
As part of the action plan that I have to take in order to overcome areas of concern that hinders creative problem-solving skills is enhancing my emotional quotient. According to Feinstein, emotional intelligence has different abilities that are essential for a leader to possess, such as (a) the ability to accurately perceive and express emotions (b) the ability to access and generate feelings when they facilitate cognitive activities (c) the ability to understand emotion-related information and make use of emotional knowledge and (d) the ability to manage emotions optimally in both self and in others (p. 201). At this condition, difficult and challenging situations normally test a persons personality only his emotional quotient can make him intelligent in balancing both his emotion and the given situation which often results to a better decision-making process and lasting positive change. It is emotional quotient that enhances the creative side of problem-solving.
To increase my emotional quotient, I need to be practically aware of my own emotion during taxing period. In a sense, I must be aware of disturbing negative emotion that ruins my day and disposition. Secondly, I need to cultivate trust for my team members and allowing fear to subside because of my inefficiency (as I thought), then be optimistic with the result. Perhaps, as I gain exposure of the different views, my knowledge will also increase and so my understanding of the emotion of other people. Knowledge is also an attribute in order to develop competence in problem-solving. Thus, as Singh suggested, I need to unlearn bad emotional responses and equip them with necessary emotional competence (p. 64) in order to acquire attributes and competence as a leader. Third, I must develop a positive outlook in life by engaging in meditational activity where I can be alone to release stresses and bring in positive ideas.
Realistic Implementation Timeline
It will help me if I give my self at least one month self-training that begins in the morning until the time before going to bed. Morning and evening must be my time for meditation and self-reflection. Furthermore, the daily circumstances are presumed as challenges where I need to apply self-control over negative emotions.
However, in cases because of lack of self-discipline I fail to be consistent with my plan, I will enroll in some training center for emotional intelligent which are available in the internet. I can also join with a group who conducts meditation every day.
Realistically, the appropriate timeline to follow when training for increase in EI is lifetime to which the age maturity is the top among the factors. People at age 40 normally have achieved some degree of emotional maturity.
The impact of the plan to leadership, follower and organization Developing emotional intelligence on a daily basis will gradually transform my personality and my personal dealing with people in various situations. For this reason, the ability to handle conflict or problem in the workplace in a nice and intelligent way can increase my competence as a leader.
The workplace is the good place to start my personal training in enhancing my emotional intelligence through which, using my plan given the situations in the organization will benefit not only me but also my follower and my organization. By allowing the team to brainstorm and contribute to the solution to the problem, greater is the possibility that it will increase their motivation, enhance my leadership skills, and bring success to the company. Sala, Druskat and Mount had stressed that emotional intelligence is associated with better outcomes in work groups, leadership qualities such as the ability to propose compelling goals and ideas, better performance in group decision-making activities, higher supervisor ratings of job performance, higher performance rankings from managers, and higher percentage merit pay (p. xxxiv).Means of Assessing and modifying the plan
Through personal assessment after each days work is a good time and means to assess and modify the plan. Assessing and modifying include evaluation of the effectiveness of my implementation while, modifying takes place when there is adjustment in my action plan. Both of these will guide me to maintain my focus until I get what I desire.
Another helpful tool towards building emotional intelligence is through collaboration with a trusted friend who can coach me during unguarded moments. Motivating the team members to undergo training such as this using corporate approach can also help maintain my focus.
The Skill-Based Model which focuses on developing problem-solving skills required of a leader through enhancing personal attributes and competencies guarantees effective performance as the outcome suggests. Using this model, I figured out that the reason for my lack of problem-solving skills is lack of self-confidence and trust for other people, which fall under personality, a component of individual attribute. To increase problem-solving skills requires enhancing my emotional intelligence, which helps regulate my emotional responses in order for me to facilitate creative thinking. Despite the fact that developing emotional intelligence may take years, serious upholding on my action plan would make it easier to happen.
Indeed, it will take discipline and self-control before a person can learn emotional maturity but its fruit is lasting.
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