Personal Strategic Leadership Plan

Personal Strategic Leadership Plan

Table of Contents

1.0 Abstract 3


2.0 Introduction. 3


3.0 The Essential Characteristics of A good Leader 4


4.0 Analysis of my leadership and stakeholder management strengths and weaknesses. 6


5.0 Plan for Developing Leadership Skills. 8


6.0 Conclusion. 11


7.0 References. 11

1.0 Abstract

A personal leadership strategic plan is a framework that outlines where an individual is going and how they will get to their destination. In this case, it defines an individual strategic leadership development framework. This report provides an analysis of strategic leadership planning and stakeholder management. The plan is both critical and reflective and has primarily focused on my development as a strategic leader in the business world in the future. The report is organized into five primary sections which include the introduction, the essential characteristics of a good leader, critical and reflective analysis of my own leadership and stakeholder management strengths and weaknesses, a plan to develop my leadership skills and the conclusion.

2.0 Introduction

Strategic leadership planning is important in helping an organization or an individual to achieve their organizational and individual goals and objectives (Keeton, 2018). It is vital as it clarifies or defines where an organization or an individual is going and how they will get to their destination. A personal strategic leadership plan is therefore aimed at helping an individual grow towards becoming a strategic leader in the future and thus helps them develop the various attributes that are critical or desired for a strategic leader in an organization or business. It, therefore, involves critical analysis and assessment of the current situation in which an individual is currently in and defines where the individuals want to be at and develop the necessary action plan or steps towards achieving that objective (DuBrin, 2015). The purpose of this report is to develop a personal strategic leadership plan, and therefore it is primarily focused on my development as a strategic leader in the business world, and consequently, it is both reflective and critical. The plan will necessarily define the essential characteristics of a good leader, provide a thoughtful and critical analysis of leadership and stakeholder management in terms of strengths and weaknesses, provide a plan for developing leadership skills as well as a conclusion on what I have learned by developing the strategic leadership plan.

3.0 The Essential Characteristics of A good Leader

Strategic leadership is developed or learned over time, it is a process, and hence, it does not come naturally. It, therefore, encompasses individual efforts to educate themselves about the characteristics that he or she wants to embody and help him or she becomes a good leader. This, however, comes with the recognition of the fact that a leader holds a position of authority and influence over other people and can exercise a high degree of influence and control (Viitala, Kultalahti, & Kangas, 2017).  Therefore one must develop various characteristics which will contribute to becoming a good strategic leader. In the world of business, there are increased businesses dynamics which require strategic leadership qualities to help organizations or businesses achieve their goals and objectives as well as solve the increased business challenges. A good leader must be able to possess strong communication skills, or one needs to be an effective communicator. This is because as a leader, you can carry the vision of the business or organization and therefore it is essential to develop effective communication to convey your vision or business vision to the team being led or to your colleagues. It is impossible to achieve the desired results in your business if you are not able to communicate your vision and strategy to your team.

Secondly, a good leader cultivates honesty and integrity as core values in his or her leadership. It is impossible to achieve your vision for your business without having these two critical values (Simsek, Jansen, Minichilli & Escriba‐Esteve, 2015). A leader cannot expect his followers or his team to be honest if they do not lead by example. Through honesty and pursuing integrity, one can build trust with his team and also reduce the chances of business failure or inability to achieve strategic goals as a result of the negative implication of dishonesty and lack of integrity in business dealings. Confidence drives the leader into achieving his desired objectives or vision (Lussier & Achua, 2015). It is one of the fundamental characteristics of a good leader because if a leader is not sure enough about his decisions, then it is impossible for the subordinates to follow him. Confidence helps a leader travail through increased challenges because he is always determined and focused on the goal. People follow their leaders simply for their confidence, which makes them believe in their strategic leadership or vision. However, this does not mean that one has to be overconfident but should be able to demonstrate a certain level of confidence as a driving force towards achieving the set vision and objectives.

In his words, John Quincy Adams argues that “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Therefore the ability to inspire others to become even better is an essential characteristic of a good leader (Djordjevic, Panic, Arsic & Zivkovic, 2018). It is also a common saying that a leader is not only defined by the number of people following him or her but the people he or she has mentored in different spheres of life. Commitment and passion is also a pivotal drive to successful leadership, hence, they form part of the essential characteristics of a good leader. A committed and passionate leader can guide his team through the ups and downs of business without allowing situations demotivate the rest of the team (Kurucz, Colbert, Luedeke-Freund, Upward & Willard, 2017). Finally, it is an essential characteristic of a leader to be accountable, which determines how a leader can take more of his blame as compared to credit. According to the words of Arnold Glasow, a good leader is one who can take a little more of his share of the blame and a little less of his share of the credit. An accountable leader is also able to teach their subordinates to be accountable for their actions by realizing their mistakes and working together towards improvement.

4.0 Analysis of my leadership and stakeholder management strengths and weaknesses

Leadership and stakeholder holder management are critical in the determination of success in any business. As a strategic leader, stakeholder management is essential in helping any manager or leader achieve the desired business objectives. To effectively develop the desired strategic leadership skills, it is critical for me to analyze my leadership and stakeholder management strengths and weaknesses. The stakeholder theory is essential in the understanding of active leadership development and stakeholder management. The theory was proposed by Freeman in his book Strategic Management where he suggested that rather than focusing on the business pursuit of profits, the sole purpose of any given business is to create value for its stakeholders (Lussier & Achua, 2015). This, therefore, forms the basis for business leadership or development of strategic leadership as it determines the strategic direction in which every leader must follow to achieve theirs. Stakeholder management, therefore, entails developing an effective strategy that will ensure all the company stakeholders are kept in constant communication about business activities. Thus as a leader, to achieve effective stakeholder management I should be able to develop effective communication skills as well become an excellent collaborator to gather the people as well as the required resources together towards the same goal.

I have had great challenges with my communication skills since I was quite an introvert. I have had experiences with my friends who keep referring to me as an introvert, but I could not see that as a challenge. However, with time, I established that it affected our social interactions as most times, I was not able to contribute to their discussions. To change this element towards becoming an effective strategic leader in the business world in future, then I need to learn to be an excellent communicator as this will be the only way in which I would communicate my vision clearly to those I will be leading. I have always been innovative, and I love new discovering, so this is one of my greatest strength, which I believe would be critical to my leadership development as well as in stakeholder management.

Through the use of DISC leadership assessment tool, I was able to analyze my leadership characteristics and attributes which showed the areas of weaknesses and strengths towards effective leadership development. DISC is an acronym which stands for Dominance, Influence, Steadiness, and Consciousness. It is one of the world’s most popular leadership assessment tools. Therefore it uncovers four quadrants of personal behavioural patterns which enable one to recognize the right opportunity to achieve the desired results (Kurucz, Colbert, Luedeke-Freund, Upward & Willard, 2017). Consequently, it provided a practical framework through which I identified the right opportunities for developing into the type of strategic leader I would want to become in the future. Dominance as the first quadrant defines the leadership behaviour or personality traits for a dominant leader and involves attributes such as the fact that the leader is direct, result oriented, decisive and competitive and a good problem solver. The second quadrant represents the influential type of leadership and involves traits such as charming, enthusiastic, optimistic, persuasive, as well as inspiring. The third quadrant represents the steady type of leadership in which these type of leaders are understanding, team players, patient, stable and sincere. Lastly, is the leadership behaviour based on consciousness, and these types of leaders are very analytical, diplomatic, precise, compliant, and objective. Based on the above behavioural patterns from the DISC assessment tool, I was able to establish my behavioural patterns, which were characterized mainly by steadiness behavioural traits and consciousness traits. As a result, I was able to establish that my goal was to develop into more of a conscientious and steadiness leadership personality in the future.

Summary DISC Personality results

You are responsive to challenges in a practical, realistic and enthusiastic manner. You are a fact orientated person capable of providing help based on solid information. You are assertive, self-sufficient and individualistic. People are likely to perceive you as being rational and creative at the same time”

5.0 Plan for Developing Leadership Skills

My main objective of developing leadership skills is to become a competent and reliable strategic leader in the business world in the future. To achieve this, I believe that the prospect of becoming a world-class strategic leader in the corporate world entails more than the technical aspects but the willingness to work hard. This means that I have to put efforts to become what I desire to be in the future in term of leadership because leadership does not come naturally, but it is learned or developed over time. However, to become a strategic leader in the future I must have a drive towards the leadership outcomes and the desire to achieve.

The table below shows the key drivers to my leadership skill development and the expected outcome

Leadership skill Drive Expected future outcome
Becoming more global Ability to achieve greater cultural sensitivity, enhanced language skill development to enable cross-cultural relationship building
Becoming more innovative Promote greater business growth through new business ideas and developments
Becoming more customer focused Build long-lasting client relationships based on client or customer satisfaction
Investing in high growth opportunities Enable increased profitability growth for the business by venturing into high growth opportunities
Improving business operational efficiency Increased collaborative efforts and team working in the business

Therefore, through the use of the above drivers to strategic leadership development, the following table shows my plan for developing leadership skills for my future business management goals.

Step 1: Develop situational awareness; the ability to see the bigger picture in the business or corporate world is a critical skill for a strategic leader. I will, therefore, keep my focus on developing or looking into the bigger picture of the business as it provides an opportunity to anticipate any problems before they occur. This is essential, especially when dealing or handling business tasks which have tight deadlines.

Step 2: Inspire others: I will seek to motivate and inspire those we are working with towards the achievement of our strategic goals.  This is because by inspiring others, we help them become better and encourage them to look beyond the likely business challenges.

Step 3: Keep learning; to develop leadership skills, I will focus on developing my skills through continuous learning because this is the only path to becoming a good leader by learning new things. This will put me in a position to tackle different leadership issues or challenges arising from the business.

Step 4: Empower my Teammates:  I will seek to learn how to delegate duties to others as a way of empowering my teammates because there is no one who is best at everything. This will contribute to the development of collaborative skills which are essential for leadership.

Step 5: Be discerning Listeners; I will not only seek to become an excellent communicator as a strategic leader but also become a discerning listener.  I will seek to listen to ideas, suggestions, and feedback from other people and build on them.

I believe through this plan; I would be able to develop practical leadership skills which will help me become an effective strategic leader in the business or corporate world in the future. Most importantly, the plan will contribute significantly to my personality development, which is critical to my growth and scaling up in my business career.

6.0 Conclusion

Strategic leadership planning is indeed critical and essential in helping an individual or organization achieve their objectives. Personal strategic leadership plan based on the above report provides a framework through which an individual can learn various leadership skills which are essential in taking them from where they are now to where they want to be in the future. Through the use of various research tools, I was able to analyze the different strategic leadership assessment leadership behavioural patterns. I was also able to adequately explain the strategic leadership development concept and stakeholder management, which are critical to effective strategic leadership planning and development. Therefore, based on the above strategic leadership plan, it is critical to note that strategic leadership is developed through continuous learning, and therefore, it is not natural.

 7.0 References

Djordjevic, P., Panic, M., Arsic, S., & Zivkovic, Z. (2018). Impact of leadership on the strategic planning of quality. Total Quality Management & Business Excellence, 1-15.

DuBrin, A. J. (2015). Leadership: Research findings, practice, and skills. Nelson Education.

Keeton, W. (2018). Command, Leadership, Intelligence and Management (CLIM): A Proposed Theory for Improved Strategic Leadership. FIIB Business Review7(2), 146-151.

Kurucz, E. C., Colbert, B. A., Luedeke-Freund, F., Upward, A., & Willard, B. (2017). Relational leadership for strategic sustainability: practices and capabilities to advance the design and assessment of sustainable business models. Journal of Cleaner Production140, 189-204.

Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, application, & skill development. Nelson Education.

Simsek, Z., Jansen, J. J., Minichilli, A., & Escriba‐Esteve, A. (2015). Strategic leadership and leaders in entrepreneurial contexts: A nexus for innovation and impact missed?. Journal of Management Studies52(4), 463-478.

Viitala, R., Kultalahti, S., & Kangas, H. (2017). Does strategic leadership development feature in managers’ responses to future HRM challenges?. Leadership & Organization Development Journal38(4), 576-587.


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