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  • Subject Name : Leadership

The Influence of Local Community Stakeholders in Megaprojects

Table of Contents

Introduction.

Discussion.

Conclusion.

Reference List

Introduction to Leadership Philosophy and Action Plan

Leadership is considered to be a process of motivating a group of individual so that they can act toward achieving a certain goal. The group of people can be the workers of an organization, peers and others so that the company requirements can be achieved. In the current study, an analysis of personal leadership skills and competencies will be conducted. Based on this, leadership philosophy will be established harnessing the strengths identified from self analysis to ensure interpersonal effectiveness. An action plan will also be developed so that the leadership philosophies can be effectively leveraged into the leadership practice for achieving future leadership endeavours.

Discussion on Leadership Philosophy and Action Plan

Strengths and needs for improvement regarding leadership and interpersonal effectiveness

Leadership strengths are crucial characteristics of a person which enhances the effectiveness in an organizational setting. The strengths that I have identified in class relevant to the leadership are strong communication skills and the ability to interact with a large number of people seamlessly. Aghazadeh Ardebili & Padoano (2020) argue that transparent communicative processes are extremely important for leaders to ensure fluidity in decision making and deal with market complexities. Personally speaking, I have observed that I can relay information in a manner that influences others based on the principles of logic and rationality. In addition, my networking skills also stand out as a prominent area of strength, especially when discussing the qualities required for an efficient leader. Another aspect is my personal competency in terms of working within a group setting and facilitating team dynamics in a productive manner. Eva et al., (2019) mention that maintaining a participative approach is critical for leaders to develop trust and ensure that the team work collaboratively.

Self awareness is another required strength for successful leadership. However, it could be identified that my personal strengths include self awareness. It can be stated that I regularly reflect on my performances in different spheres. By doing so, realized that I have the awareness of my strengths, weaknesses, skills and other aspects which help me to harness my strengths and learn new things for future improvement. I also have a strong commitment towards the goals or aspirations I have. Identifying recourses and using them in an adequate manner helped me to solve different problems faced in practical fields of life. As mentioned by Cassano et al. (2020), emotional intelligence is significantly associated with the success in the professional field. I have found that I possess the quality of acting accordingly to the situation and resisting emotional influence upon the professional decision making. These are the strengths I could find within myself that, as per my opinion can be a contributing factors to the future development.

I have identified certain needs that are required to be fulfilled for creating the ground for development of professional leadership skills. I have identified that though I have a strong vision and commitment towards my work, the skill for effective planning that helps reaching the goal is needed to be developed. It is not only important to motivate the subordinates or help them managing time, it is more important to plan and deliver for the organisation. Davis & Dolson (2018) mentioned that change is inevitable in any organisation which can be effectively managed through the organizational capacity and the skills and competencies of the organisational employees. However, as per my observation, change management skills are needed to be developed. It is crucial for successful leadership journey as it involves recognition of and responding to the changes occurs within the organisation.

Understanding the requirement for change and using available resources in an adequate manner is highly crucial to the performance of an organisation as a whole. Technological skills are also required to be developed for achieving success in different spheres of leadership tasks. For instance, using tools for better communication in the internal environment of the organisation is important to learn for a leader to achieve better outcome by going beyond the physical barrier of interaction.

Interpersonal effectiveness involves numerous skills and efficiencies. A manager needs to have negotiation skills where interpersonal effectiveness is a highly crucial factor. It can be stated that the interpersonal effectiveness is identifiable within a person in their assertion skills (Speed, Goldstein & Goldfried, 2018). Presenting the arguments and counterarguments in a polite and assertive manner may help enhance the effectiveness of the interaction between subordinates and the managers. This skill has been identified to be present in the current context. In addition, managers are also required to develop trustworthy relationship with the employees where transparency of communication and actions are established. I have observed that I have been considered one of the most trustworthy people by my friends and peers as I have the ability to keep the information confidential that are obtained from different sources. However, skills for identifying the values of the person are needed to be established.

Leadership philosophy

Leaders are not only the directors; they motivate the employees to drive their skills, capacities, knowledge and more into a single mission accomplishing which the organisation will be highly efficient in delivering services. The following principle would develop my leadership philosophy guiding the leadership performance.

Principle 1:

My leadership philosophies would include the principle of authenticity of the leadership. This principle would guide me to become true to the works performed and way of working. The decisions are to be made according to the organisational value and ensuring better outcome for every member of the organisation rather than based on personal preferences. This principle guides the personal performance of the manager and the organisational operations in a track that is transparent and valuable.

Principle 2:

The second guiding principle is ethical conduct in leading the people. Ethical leadership is crucial for fulfilling the corporate social responsibilities, involving in fair trade, maintaining balance between personal and professional life of a manager (Kim & Thapa, 2018). A one of my personal strength is high emotional quotient, it will be better to harness this strength to utilise the same for preventing the impact of personal life on professional life and vice versa. The commitment towards a certain goal and adherence to the standard ethical protocol will be effective for leadership effectiveness in different situation where employees may face ethical dilemmas.

Principle 3:

Another guiding principle is the adoption of the three Ps approach. As per this model, business purpose is needed to be balanced with the needs of the people as well as the planet. It is the process of protecting the planet and people within it from the harmful impact of the organisational operation without compromising the profit of the organisation. One of my personal strength such as self awareness can be used here to analyse the performances (e.g. if they can impact harmfully on people or not). In-depth analysis of these performances will help formulating better planning to improve productivity and minimise effects of operations on the people and the planet (Di Maddaloni & Davis, 2017).

Principle 4:

Conceptualisation will be another principle that would guide my leadership approaches. It can be stated that performing tasks without understanding its purpose and value or without knowing te problem from the core may reduce the tendency to put effort. I would support employees for conceptualisation of the problems and the ideas and will provide greater autonomy to analyse the issue on their own to find the best solution. Here, participative leadership strength can be used to develop a working relationship with the employees for achieving better performance through a clear direction and not only depending on command.

Principle 5:

A per the value based leadership theory, people are driven by their values and they live based on values. Using the strength of logic and rationality, the values and beliefs of the employees will be respected and their preferences will be prioritised while making any decision. This will improve the quality of decision making positively impacting on the future success of the organisation.

Principle 6:

The workplace environment is needed to be developed in such a way that would provide greater autonomy to the employees in putting their words while planning for a task (Morsiani, Bagnasco & Sasso, 2017). Therefore, without following a strict hierarchy, the decision making can be interactive for some specific areas such as lower level decisions. On the other hand, organisational decisions making process do not need to involve employees as they might not have required skills and understanding about the management level decisions.

Principle 7:

As per the transformational leadership theory, every individual may have different inputs to provide as they differ from each other in the context of their knowledge and expertise. The guiding principle that I would follow in the future includes consideration of individual talent and skills while considering a task completion. Though it is a time consuming process to identify appropriate candidates for each operational tasks, it would improve the quality of working.

Principle 8:

Continuous development is a highly crucial requirement for keeping the performance level optimum. It is likely to undergo organisational change when it contributes to the organisational effectiveness. Using the networking skills adequately, availability of the resources can be detected along with creating support for implementing the change successfully (Soukup et al., 2018). This will help supporting the employees with additional information and knowledge so that they can take active part in the change reducing the risk of the organisation to fail to adapt to change.

Principle 9:

Leaders and managers are also needed to upgrade their skills and competencies through which better outcomes can be achieved in the future endeavours. Therefore, openness to information is required to be maintained so that adequate information for harnessing performance effectiveness can be possible.

Principle 10:

Continuous improvement through participating in organisational group activities will be another guiding principle of personal leadership philosophy (Para-González, Jiménez-Jiménez & Martínez-Lorente, 2018). Employees would be allowed to learn from wherever and whoever they want to approach. Through open communication and cross-departmental relationship, cultural harmony as well as work effectiveness can be ensured.

Effective interpersonal skills such as maintaining congruence in words and action, valuing the confidentiality of the workers, recognising their contribution to the organisation may help developing them.

Action plan for becoming an increasingly effective leader and team member

Table 1: Action Plan

Goals

Outcome

Strategy

Resources

Short term goal (in next 12 months):

Short term goal includes Time Management

Time management is crucial for both students and professionals to balance everyday work of a person. On the other hand, managing time effectively also helps in fulfilling all the responsibilities within a given time.

One of the strategies that can be used for managing time is to be aware about all the tasks required to be performed within a time span. After that, the prioritisation process takes place (Gregg, 2018). Through prioritising the tasks to be performed time allocation for each task would be easier which would reduce the tendency of missing deadlines. Apart from that, completion of the tasks within time would improve the organisational outcomes as well.

Resources such as colleagues and peers may play significant role in supporting time management. Asking for assistance when there is a lots of work pressure may help reducing the chance of leaving the task undone. Tools for time management such as alarm, timers and others may help reminding the tasks to be done on specific time.

Mid-term (1 to 3 years): Mid-term goal is to develop further skills and qualities that would help formulating the directions for the subordinates

Skills developed further are likely to set the ground for future performances of the manager while they would need to deal with different group of employees. It will also help in identifying the personal and professional strengths of the team members providing opportunity for better decision making about the delegation of the tasks.

In order to achieve this goal, an assessment of the current skills and competencies are needed to be made. An assessment report can also be used for identifying the areas that require improvement and steps to harness that improvement can be followed. Another strategy includes engaging in different leadership skill development program to improve personal skills and capabilities.

Resources include the senior workers that may guide towards acquiring required leadership skills and the process for doing so. Apart from that, different online and offline courses are also available to develop personal skills and strengths.

The long term goal
(3 to 5 years) includes heading an organisation

Heading an organisation would help implementing the skills and competencies gathered throughout the initial development process so that the organisation can be run effectively (Park & Faerman, 2019).

Starting as a manager to direct the employees of a particular organisation, practical skills would be gathered which can be used in future while heading an organisation.

Internal promotional opportunities

Source: Created by Researcher

Conclusion on Leadership Philosophy and Action Plan

In conclusion, it can be stated that the leadership skills or strengths identified personally include communication and negotiation skills, networking skills, logic and rationality and others. These strengths have been utilised while developing the leadership philosophy which consists of 10 different principles as well. Moreover, an action plan has been developed that shows different goals based on their tentative time of achievement along with the strategies as well.

Reference List for Leadership Philosophy and Action Plan

Aghazadeh Ardebili, A., & Padoano, E. (2020). A Literature Review of the Concepts of Resilience and Sustainability in Group Decision-Making. Sustainability, 12(7), 2602.

Cassano, F., Tamburrano, A., Mellucci, C., Galletti, C., Damiani, G., & Laurenti, P. (2020). Evaluation of Emotional Intelligence among Master’s Degree Students in Nursing and Midwifery: A Cross-Sectional Survey. International journal of environmental research and public health, 17(17), 6347.

Davis, M. W., & Dolson, M. (2018). Managing organizational culture and design during succession. Journal of Practical Consulting, 6(1), 45-54.

Di Maddaloni, F., & Davis, K. (2017). The influence of local community stakeholders in megaprojects: Rethinking their inclusiveness to improve project performance. International journal of project management, 35(8), 1537-1556.

Eva, N., Newman, A., Miao, Q., Cooper, B., & Herbert, K. (2019). Chief executive officer participative leadership and the performance of new venture teams. International Small Business Journal, 37(1), 69-88.

Gregg, M. (2018). Counterproductive: Time management in the knowledge economy. Duke University Press.

Kim, M. S., & Thapa, B. (2018). Relationship of ethical leadership, corporate social responsibility and organizational performance. Sustainability, 10(2), 447.

Morsiani, G., Bagnasco, A., & Sasso, L. (2017). How staff nurses perceive the impact of nurse managers’ leadership style in terms of job satisfaction: a mixed method study. Journal of Nursing Management, 25(2), 119-128.

Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations.

Park, H. H., & Faerman, S. (2019). Becoming a manager: Learning the importance of emotional and social competence in managerial transitions. The American Review of Public Administration, 49(1), 98-115.

Soukup, T., Lamb, B. W., Arora, S., Darzi, A., Sevdalis, N., & Green, J. S. (2018). Successful strategies in implementing a multidisciplinary team working in the care of patients with cancer: an overview and synthesis of the available literature. Journal of multidisciplinary healthcare, 11, 49.

Speed, B. C., Goldstein, B. L., & Goldfried, M. R. (2018). Assertiveness training: A forgotten evidence‐based treatment. Clinical Psychology: Science and Practice, 25(1), e12216.

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