Constructing a Leadership Development Plan

Assignment Task

Task

The purpose of this assessment is to analyse your learnings gained throughout this subject by constructing a leadership development plan. There are two parts to this assessment.

Part A requires you to critically analyse the insights based on your self-awareness as a leader- at the individual and organisational level – that you have gained throughout the subject and write a leadership self-analysis.

Part B builds on your self-analysis by developing a personalised leadership action plan. 

Part A:

Self-Analysis. If you have undertaken the self-assessments embedded throughout this subject, you would have completed more than ten self-assessments that, collectively, contribute to a greater awareness of your current v. aspirational leadership legacy.

Using the results of these self-assessments as a starting point, reflect upon your learning throughout the subject and analyse your leadership strengths and developmental opportunities, providing a critique of what type of leader you believe you are, aspire to be and how this relates to contemporary approaches to leadership.

Use the following questions as a guide to help you draft your response for Part A:

i. Drawing on leadership theories/concepts learned throughout this subject, how would you describe your current leadership approach and how does this contrast with the kind of leader you aspire to be?

ii. Reflecting on your self-awareness insights undertaken while studying this subject,

• How would you describe your core leadership strengths in relation to your current and/or future professional context?

• Which are three developmental areas that you believe should be an immediate priority for you as a leader to achieve your desired leadership legacy?

Provide examples from your own professional experience to support your answer. You are expected to go beyond what was discussed in Assessment 1 (traditional approaches to leadership) to cover a diversity of contemporary leadership perspectives. To help illustrate your learning, you should use specific workplace events/examples that have shaped your leadership approach/style/perspectives as a basis for analysis and reflection. The emphasis must be on the analysis rather than just describing the situation. You must show the thinking process (reflection) that led to your self-awareness insights. Linkages to course materials, theories, models, and literature must be clear and extensive, and sources must be referenced using the AIB Style Guide. 

To aid your self-analysis, keeping a reflective journal is recommended. It is important that you start early by writing down your reflective responses and comments as you progress through the weekly modules and activities. You can use any means to record your reflective responses, e.g., a hard copy notebook, a Word document, OneNote, or whichever option you feel most comfortable using. You may include excerpts from the journal in your response to demonstrate your self-analysis.

Part B:

Leadership Action Plan Building upon the insights about your leadership strengths and areas for targeted development identified in Part A, Part B requires you to develop a Leadership Action Plan that transforms these insights into concrete capabilities. As articulated by Former Chief Learning Officer of McKinsey Academy, Matthew Smith, "setting small, clear developmental goals is one of the five core practices of effective learners and serves as an anchor point for seeking out and benefitting from new learning opportunities" (McKinsey 2021).

Your Leadership Action Plan should include the following:

My leadership vision (why)

Leadership coach and author Paul Ward articulates that conscious leaders focus on three tenets, awareness, intention and action. Developing a leadership vision (what Ward (2020) refers to as the awareness tenet of a "Your personal conscious leadership manifesto: An exploration of your philosophy", which involves leveraging from the reflective insights curated throughout this subject to articulate who you are and how you want to show up as a leader. These guiding questions will help you develop your leadership vision: (1) Why do I want to be a leader (for this industry/company/team)?; (2) What value can I bring (to this industry/company/team)?; and (3) What difference do I want to make (in this industry/company/team)? Your leadership vision should also consider your values (see the video How to find your Core Leadership Values found in Module 2 for guidance in developing your leadership values). The end result should be a short and concise vision (ideally 1-3 sentences) that sets the tone for the developmental plan to follow.

Personal leadership goal(s) (what)

What can I do, better or differently, that would improve my leadership competencies to deliver the greatest value to my organisation's strategic directions? Leveraging off your insights from Part A and adopting Intentional learning in practice: A 3x3x3 approach, articulate three specific goals to support your leadership development over the next three months. We recommend that your goals are measurable, and achievable so that you can track your progress over a 3-month timeframe.

Detailed action plan (how)

This section should break down the personal leadership goal(s) into actions you will take to achieve your goal(s). We recommend the following approach:

Identify several actions that you will take towards achieving each of the developmental goals. 2. Identify your own strengths and indicate how you can leverage them to achieve your goals. 3. Acknowledge any potential barrier(s) and suggest possible resolution(s) to overcome these barriers.

Accountability and Acknowledgement

This section reflects the final '3' in Intentional learning in practice: A 3x3x3 approach, which requires you to think of 3 people (e.g. family members, close friends, supportive work colleagues, mentor, coach) who will support and monitor your goals. We recommend that you consider: (1) why you've chosen them to support your leadership development; (2) articulate how they may support/monitor your leadership development; and (3) mention what might be the personal impact of meeting your goals

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