(TIỂU LUẬN) assessment task three leadership development my leadership development plan will be presented which illustrates clearly actions and detailed goals in order to intensify my strengths and

Correspondingly, this paper aims to discuss deeply about my strengths and weaknesses associated with related theories of leadership traits, participative leadership style and cross-cultu

Assessment Task Three: Leadership Development

Student Name:

Buu Ngoc Minh Anh - S3752277

Table of content:

Table of Contents

I INTRODUCTION 3

II EVALUATION 3

1 TRAIT THEORY 3

a) Theory 3

b) Strengths and weaknesses analyzing based on test results 3

2 PARTICIPATIVE L EADERSHIP T HEORY 4

a) Theory 4

b) Strengths and weaknesses analyzing based on test results 4

3 CROSS-CULTURAL L EADERSHIP T HEORY 5

a) Theory 5

b) Strengths and weaknesses analyzing based on test results 5

III LEADERSHIP DEVELOPMENT PLAN 5

a) Rationale 5

b) Personal Development Plan 6

IV CONCLUSION 8

V REFERENCES 8

HARRIS, L 2020, ‘SELF-AWARENESS IS KEY TO LEADERSHIP EXCELLENCE’, FORBES, 10 MARCH, , VIEWED 18 SEPTEMBER 2020, HTTPS://WWW.FORBES.COM/SITES/FORBESCOACHESCOUNCIL/2020/03/10/SELF-AWARENESS-IS-KEY-TO-LEADERSHIP-EXCELLENCE/#1F6148E0384A 9

VI APPENDIXES 11

I Introduction

If somebody asked me two factors forming effective leaders, I would answer they are the charisma helping the leader influence followers’ visions and the determination sprouted from clear understandings about the leader himself As Osborne (2008) stated that we must be comfortable in our ‘own skin’ to effectively lead others and follow our life principles emerging from our experiences Correspondingly, this paper aims to discuss deeply about my strengths and weaknesses associated with related theories of leadership traits, participative leadership style and cross-cultural leadership theory with the support of diagnostic tools Then, my leadership development plan will be presented which illustrates clearly actions and detailed goals in order to intensify my strengths and ameliorate my weaknesses in the future

II Evaluation

1 Trait Theory

a) Theory

Acccording to Kirkpatrick & Locke (1991), aside from drive, desire to lead and honesty, self-confidence and cognitive ability are crucial traits to form a good leader While employees tend to commit to the vision and trust the leader who owns the self-esteem to generate quality

a decision-making process, they tend to decrease loyalty with any uncertainty revealed by the head Leaders are generally identified as intelligent and smart person to integrate abundance amount of data towards general situations accompanying with the company and himself abilities, to formulate sufficient strategies for sustainable growth of a whole organization

b) Strengths and weaknesses analyzing based on test results

Regarding the self-confidence test in Appendix 1, I achieved a high and desirable level of self-confidence, the factor that helped me to surpass many candidates and become a member

of the Business Club, the oldest and most well-known club for students in RMIT Vietnam Self-esteem is also highly appreciated in both life and work, since without commitment, confidence and belief in ourselves, we will chase to other’s needs rather than ours and ideas will remain as idle thoughts and meaningless purposes (Premuzic et al 2019) Based on the Five-factor model on the personality test (Appendix 2), my characteristics ranked high of

extraversion, conscientiousness and openness with the score of 44-42-45, respectively It showed that I possess a high energy level and open-minded perception Those traits are beneficial for my study industry, Bachelors of Digital Marketing, where the creativity and

‘outside-of-the-box’ thinkings are highly appreciated

Despite being observed as a confident person, maintaining emotional stability is my limitation I got a medium grade of self-awareness in Emotional Intelligence (EI) Test (Appendix 3) at 5, which is defined as traits or ability that help a person evaluate his own emotion, actions or skills (Church 1997) I am an emotional person and rapidly change between the bad mood and happiness due to minuscule events happened such as receiving negative words from teachers or raising good ideas in the class My mood swings can cause uncomfortable feelings for others and reduce my work productivity

2 Participative Leadership Theory

a) Theory

Ferrraris (2015) stated that participative or democratic leadership style takes the inputs of team members into account although the leaders take responsibility for final decisions People feel they are respected and valuable when building important contribution for the common goals, thus, participative leaders boost peers’ creativity and performance efficiency

in teamwork environment

b) Strengths and weaknesses analyzing based on test results

My total score in team leadership skills test (Appendix 4) is 10, which depicted I refer to be a participative leader rather than authoritarian leadership style There are two factors in EI foster participative style that I also ranked high includes self-management and social-awareness with 9 and 7 score, accordingly (Appendix 3) Social social-awareness mentioned the ability to empatize with others, who come from different races and cultures (Tait 2020) and self-management is the uncertainty and confusion’s supervision (Cottrell 2003) Thanks to those skills, I am able to connect with others and build a strong team However, working in group assignment projects, I usually ignore my teammates ideas and make final decisions based on my intuition This led to my low indicator of relationship management at 5 score in the EI test It regards to how I develop and maintain a good relationship with people by inspiring and support them

There is one more shortcoming that hinders me to become flawless participative leader, that

is the poor evaluation towards myself ability and value With a low score of 5 in self-awareness, Appendix 3 proved that I do not critically recognize my abilities and sometimes lose power control to someone else Self awareness is defined as consciousness of one’s own character, feelings, motives and desires and this factor is a key to leadership excellence (Harris, 2020) As a consequence, I allocate unequal energy for my daily tasks and causes to the overloading tasks

3 Cross-Cultural Leadership Theory

a) Theory

Globalization and innovation are not only shifted economy, politics, human behaviours but also transform the concept of leadership from traditional to global (Padilla 2012) As one leadership style might be effective in one nation but useless in other regions Hence, top global leaders are those who can bridge the gap between culture barriers of their employees who come from different places and own different beliefs (Kerfoot 2010) Cross cultural skills is the ability that leaders can ‘respond to particular foreign environments of different countries and interpersonal work situations’ (Allon & Higgins 2005) The Global Leadership and Organizational Effectiveness (GLOBE) is observed to help managers better understand and perform in international environment by analzing cultural difference over 62 countries influencing on leadership style (House et al 2004)

b) Strengths and weaknesses analyzing based on test results

Looking at cultural map test (Appendix 5), my culture’s preference in leadership behaviour skewed more on high-context cultures, which has a sophisticated communication, indirect criticism and hierarchical leading It is revealed that I am not sufficient in cross-cultural leadership skill and get confused when expressing ideas with international peers In fact, the misunderstanding and miscommunication proned me to get the lower grade in team assignment than individual work Without cross-cultural skills, it is impossible for me to successfully lead others and receive their respects

III Leadership Development Plan

a) Rationale

Mentioned to leadership’s traits, some researchers found that Emotional Intelligence is more important to a leader than Intellectual Intelligence and other technical skills when we are in higher positions (Dulewicz & Young 2005) Since the more responsibilities, the higher

requirement in our appropriate manners On top of that, a good leader is a good listener and motivator Goleman and his partners (2005) reported that remarkable leaders make people laugh three times higher than decent leaders Compared to my career personal goals in the future, in which I want to become a marketer, building win-win relationships is more important than ever

Self-awareness is seen as the key competency that participative leaders must develop to succeed in organizational environment by Stanford and other prominent schools (Showry & Manasa 2014) To productively work, I need to recognize my strengths and limitations to exploit them approriately Additionally, Goleman (2000) opined that the disparity between high-performing and low-performing leaders is self-reflection (Church 1997) It is essential for me to evaluate personal value and intrinsic motivation that drives me for actions to increase the quality in decision-making process

In terms of cross-cultural leadership, cultural intelligence is a core element for those who aim

to succeed in foreign markets (Alon & Higgins 2005) I need to excel this skillset for a couple

of reasons Firstly, COVID-19 has ‘accelerated the adoption of fully digitized approaches’, in which digital and adaptability capabilities must be equipped for employees (McKinsey 2020) In my major, Digital Marketing, Internship program is compulsory and understanding

of company’s requirement in the ‘new normal’ increases my career opportunities Secondly, the cross-cultural skills are also irrefutable to achieve high score when group assignment dominates a high grade portion due to my school’s curriculum

b) Personal Development Plan

Date

1 Enhance

emotional

stability

day, repeat 3 days

a week (Tang et al

2007)

From 20/09/202

20/03/202 1

2 Better

Recognize

personal value

Spend 2 hours asking myself two questions ‘What makes people appreciate me?’

and ‘what can I improve my unsatisfied performace?’

weekends

From 20/09/202 0

to 20/9/2021

asking at least 2 friends for

feedbacks after group assignments or club’s events

Twice a month after finishing the

event

From 25/10/202 0

to 25/01/202 1

4 Improve the

leadership

skills

Follow a role model leader -Sara Blakely and imitate how she delegate tasks, behave with her colleagues and perceive objects by attending her Masterclass

One hour per lesson, repeated twice a week

From 01/10/202 0

to 01/11/2021

5 Become a good

listener

During communicate with others, I force myself to:

and repeat what they said in my head to

responses

 Fine myself 10.000 VND for judging people via their hairstyle, accents and gestures or being a sentence-grabber That amount of money will

be keep to donate for social charity such as blind association

Communicate at least 2 new friends per month

From 25/10/202 0

to 25/01/202 1

 Raise at least 2 questions to deeper

situation, beliefs and achievements

6 Improve

pursuasive

communicatio

n skills

Learn from communication experts on TED Talk like Julian Treasure and Susan David ( TED n.d)

20/09/202 0

to 20/12/202 1

7 Be confident in

multicultural

groups.

Join assignment project with foreign friends

assignment per year collaborating

friends

From 20/09/202 0

to 20/09/202 1

Learn one more language such

as Spanish or Japanese to get closer insight into different culture and keep myself open-minded

Two hours per

twice a week

From 01/01/202 1

to 01/01/202 2

Get ‘ Building Cultural Intelligence’ credential from RMIT Cred

Two hours per

twice a week

From 20/09/202 0

to 05/10/202 0

IV Conclusion

All in all, leadership and decision making course offered me profound knowledge to evaluate

if a leader is potential Above all, it plays a fundamental role in shaping my leadership mindset and consolidating my understanding about leadership skills and competecies Recognizing my leadership strengths and weaknesses in the age of twenties helps me better

prepare to turn it into my competitive advantages, especially leadership skills can be a plus point in the firce competition of top companies on those contemporary days It is evident that the leadership development plan is designated based on my weaknesses in three main points: increasing self-awareness, relationship management and cross-cultural leadership skills Although the plan has not reached to the highest satisfaction due to the author’s lack of experience, It will not demotivate me to tightly set commitment in achieving them

V References

Agrawal, S, Smet, A, Lacroix, S & Reich, A 2020, ‘To emerge stronger from the COVID-19

crisis, companies should start reskilling their workforces now’, McKinsey & Company, 7

<https://www.mckinsey.com/business- functions/organization/our-insights/to-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now>

Alon, I & Higgins, J-M 2005, ‘Global leadership success through emotional and cultural intelligences’, Business Horizons, vol 48, no 6, pp 501–512, viewed 18 September 2020, Science Direct database

Church, A-H 1997, ‘Managerial Self-Awareness in High-Performing Individuals in Organizations’, Journal of Applied Psychology, vol 82, no 2, pp 281-292, viewed 18 September 2020

Cottrell, S 2003, Skill For Success, Palgrave Macmillan Ltd, viewed 18 September 2020, <

http://my2.ewb.ca/site_media/static/library/files/414/successful-self-management.pdf>

Dulewicz, C, Young, M & Dulewicz, V 2005, ‘The relevance of emotional intelligence for leadership performance’, Journal of General Management, vol 30, no 3,pp 71–86, viewed

18 September 2020, Sage Collection database

Ferraris, A-V 2015, ‘Lead from the front: Participative Leadership’, The Journal of Thoracic and Cardiovascular Surgery, vol 150, no 6, pp 1413-1415, viewed 18 September 2020,

Science Direct database

Goleman, D 2000, ‘Leadership that Gets Results’, Harvard Business Review, vol 78, no 2,

pp 78-90, viewed 18 September 2020

Goleman, D, Boyzatzis, R, & McKee, A 2005, Primal leadership: Realizing the power of emotional intelligence, Harvard Business School Press, Boston, USA.

Harris, L 2020, ‘Self-Awareness Is Key To Leadership Excellence’, Forbes, 10 March, ,

https://www.forbes.com/sites/forbescoachescouncil/2020/03/10/self-awareness-is-key-to-leadership-excellence/#1f6148e0384a

House, R-J Hanges, P-J, Javidan, M, Dorfman, P-W, Gupta, V 2004, Leadership and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks, CA: sage

Kerfoot, K-M 2010, ‘Listening to see: The key to virtual leadership’, Nursing Economics, vol 28, no 2, pp 114-118, viewed 18 September 2020, ProQuest database.

Kirkpatrick, S-A & Locke, E-A 1991, ‘Leadership: Do traits matter?’, The Executive, vol 5,

no 2, pp 48, viewed 18 September 2020, ProQuest database

Osborne, C 2008, Leadership, Dorling Kindersley, New York, The United State

Padilla, A 2012, Leadership: Leaders, followers, environments, John Wiley, Hoboken, New

Jersey

Premuzic, C, Kanter, Moss, R, Su, Jen, A, Bregman, P 2019, HBR Emotional Intelligence Series, 1st edt, Harvard Business Review Press.

Tait, B 2020, ‘The road to social awareness’, Forbes, 5 June, viewed 18 September 2020, <

https://www.forbes.com/sites/forbescoachescouncil/2020/06/05/the-road-to-social-awareness/#7bd8f43d6f80>

Tang, Y-Y, Ma, Y, Wang, J, Fan, Y, Feng, S, Lu, Q, Yu, Q, Sui, D, Rothbart, M-K, Fan, M & Posner, M-I 2007, ‘ Short-term meditation training improves attention and

self-regulation’, Proceedings of the National Academy of Sciences, vol.104, no 43,

pp.17152-17156