MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 1 of 5 ASSESSMENT 2 BRIEF Subject Code and Title MGT601 Dynamic Leadership Assessment Assessment 2 : Leadership Plan Individual/Group Individual...

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MGT601_Dynamic Leadership_ Assessment 2 Page 1 of 5 ASSESSMENT 2 BRIEF Subject Code and Title MGT601 Dynamic Leadership Assessment Assessment 2 : Leadership Plan Individual/Group Individual Length Up to 3,000 words Learning Outcomes a) Explore and reflect on self- development as a leader to build self-awareness. b) Through critical reflection on key leadership theories develop a personal leadership development strategy. c) Analyse and develop the capacity to influence, motivate and inspire others in your workplace and/or community organisations. d) Implement and practice coaching others to enhance self-awareness and core communication skills for emotional intelligence, with emphasis on active listening, building empathy, giving and receiving feedback. e) Demonstrate the technique of reflective and reflexive practice as a means of continuous learning and self- development. Submission By 11:55pm AEST/AEDT Friday at end of Module 6 .1 (Week 11) Weighting 50% Total Marks 50 marks Context: The purpose of all assessments, combined, is to reflect on your own leadership journey, obtain feedback from your assigned partner and other trusted sources, evaluate your current leadership style, effectiveness and potential and then prepare a plan for your continued development as a leader. The assessments are integrated pieces of work and you should draw on the first parts as you work on this final part. The first assessment focused on your journey so far and current capabilities. This final assessment report should present your plans for your future development as a leader. MGT601_Dynamic Leadership_ Assessment 2 Page 2 of 5 Your Task: The task for this assessment is to prepare and present a plan for your development as a leader. The period of your plan could be 2, 5 or 10 years. Select the period that makes most sense to you, depending on the current stage of your life and career. Briefly explain the reason for the time period that you have selected. Your plan needs to be based on or anchored by an established model of personal development. A number of possible models were provided in Module 1. The choice of a model is up to you. The Whitman GROW and Boyatzis Intentional Change models are two of the most comprehensive at a personal level. However, other models may be more relevant to your current needs. You are also welcome to use an appropriate model that was not included in Module 1, provided it meets the tests of academic rigour and usefulness to you. Provide a brief description of your chose model and a justification for your selection. It is important that you go to the source documents and not rely only on the summary version of your chosen model. Additional information on leadership development to help you prepare your plan and to continue your reflexive journal is provided in the subject Resources section of each module. Structure: The precise structure is up to you. A clear logic flow, using a “Contents” page and section headings, will help your readers to follow your thinking. The use of an “Executive Summary” as a précis or abstract of your report, an “Introduction” to set the context and a “Conclusion” to capture your key learnings is desirable in a business subject. Detailed, supporting information such as psychometric results, planning templates, etc., should be placed in an appendix, where they will not be included in the word count. Within the body of your report, the model of development that you choose will largely determine the structure and section headings. Reflexive Writing - First Person: You should write in the first person, because this is about YOU, your reflections and your interpretations. (eg “I considered this advice to be….. because it had a big impact on my……..and it helped me to understand my………..”). Try to be as specific as possible, use brief examples to illustrate your points and try to select examples that enable you to demonstrate learning against the attributes in the rubric. All other principles of academic writing apply, including strict referencing, acknowledgement of the work of others and avoidance of plagiarism. MGT601_Dynamic Leadership_ Assessment 2 Page 3 of 5 Referencing: You should include a list of specific references that you have actually used in your report. For this assessment, a minimum of three journal articles, academic papers or textbooks is expected. References to any secondary sources or web sites are additional. The reference list and Executive Summary (if you choose to use one) and any appendices will not be included in the word count. It is essential that you use appropriate APA style for citing and referencing research. Please see more information on referencing here http://library.laureate.net.au/research_skills/referencing Submission Instructions: Submit your Self-Reflective Analysis in Assessment 2 submission link in the Assessment section found in the main navigation menu of the subject Blackboard site. A rubric will be attached to the assessment. The Learning Facilitator will provide feedback via the Grade Centre in the LMS portal. Feedback can be viewed in My Grades. Marking Rubric: Your reports will be marked against the rubric which is show on the next pages. Please ensure that your submission addresses all five of the Assessment Attributes in the rubric. http://library.laureate.net.au/research_skills/referencing MGT601_Dynamic Leadership_ Assessment 2 Page 4 of 5 Learning Rubric: Assessment 2 : Leadership Plan Assessment Attributes Fail (Unacceptable) 0-49% Pass (Functional) 50-64% Credit (Proficient) 65-74% Distinction (Advanced) 75 -84% High Distinction (Exceptional) 85-100% LEADERSHIP DEVELOPMENT PLANNING 30% Little or no reference to own aspirations or observations on leadership. Little or no evidence of a development plan Occasional references to own aspirations and learning about leadership. Basic plan for development. Frequent references to own leadership aspirations, experiences or observations, with reflection on own learning needs. Practical plan for development. Frequent and deep reflection on own leadership aspirations and experiences. Comprehensive and practical plan for development, including new experiences and ‘stretch’ projects. Multiple, deep reflections, on aspirations with significant new insights on own leadership and evidence of changing behaviours. Comprehensive and practical plan for development, including significant, new experiences and ‘stretch’ projects. FEEDBACK TO & FROM OTHERS 20% Little or no evidence of feedback either received or given. Basic description of feedback received and given but with little or no interpretation. Clear description of feedback received and given with useful interpretation and reflection in implications Comprehensive description and analysis of feedback received and given with clearly expressed interpretation of implications and impact. Very insightful presentation of feedback received and given with explicit interpretation of implications and indicators of changing behaviours. APPLICATION OF CONCEPTUAL MODELS OF DEVELOPMENT 20% Little or no reference to the conceptual frameworks or theoretical models of leadership. Basic coverage of a relevant model or conceptual framework for leadership development. Clear linkage of plan to an appropriate models leadership development. Insightful use and justification of a model of development to inform, enhance and guide personal plan. Inspired use of a development model to expand thinking, planning and implementation of innovative development options. MGT601_Dynamic Leadership_ Assessment 2 Page 5 of 5 RESEARCH & REFERENCING 20% Use of core or supplied readings only. Inadequate referencing. Evidence of some relevant reading and research beyond the core readings. Adequate referencing. Evidence of substantial, relevant, additional reading and research. Full referencing Evidence of substantial, additional reading and research with application to own development plan. Full referencing. Evidence of comprehensive additional reading & research with insightful application to own development plan. Full and extensive referencing. WRITTEN PRESENTATION 10% No clear logic flow or structure. Difficult to understand. Basic logic flow and structure. Clear expression of concepts. Mainly correct grammar and spelling. . Clear logic flow and structure, with table of contents, Introduction, Body and Conclusion. Clear expression of concepts. Correct grammar and spelling. Excellent logic and structure. Accurate Executive Summary. Conclusion accurately captures key leanings and aspirations. Clear expression of concepts. Correct grammar and spelling. Excellent logic and structure. Concise, accurate Executive Summary. Conclusion accurately captures deep learnings and insights and aspirations. Clear expression of concepts. Correct grammar and spelling. Higher marks awarded for students who: Higher marks awarded for students who: Demonstrated deep, honest and insightful reflection on their leadership journeys; Provided credible feedback and interpretation; Included relevant and appropriate theory & concepts from the subject: Included the results and interpretation of at least one leadership style assessment; Used the guides and
Answered Same DayAug 06, 2021MGT601ICMS (International College of Management Sydney)

Answer To: MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 1 of 5 ASSESSMENT 2 BRIEF Subject Code and...

Dilpreet answered on Aug 12 2021
142 Votes
Running Head: Leadership Plan        1
Leadership Plan        15
LEADERSHIP PLAN
Executive Summary
    This assessment focuses on the reflective approach to a 5-year leadership development plan. The leadership plan has been developed considering the Whitmore’s GROW model of development to come up with an alternative and better leadership style. This assessment is framed considering my personal leadership style and considers the experiences that I have gained through my past working as a leader. Based on the assessment done, I opted for a democratic leadership style, which is different form the autocratic leadership style I followed initially.
Table of Contents
Introduction    4
Justifica
tion for Opting 5-Year Leadership Plan    4
Self-Assessment of Leadership Skills and Future Planning Using Whitmore’s GROW Model    5
Goal Setting    5
Realising Current Leadership Skills    8
Optimal Choice Consideration    11
Will to Proceed and Evolve    12
Conclusion    12
References    14
Appendices    16
Introduction
    Being a leader in its true sense is not only holding a position of a leader but being a continuous learner, who might at first place learn from his/her own personal experiences. A true leader must also incorporate the feedback received form others in order to grow as a leader. A person seeking a successful career as a manager, must think and act like a leader in terms of personality, learning, experience and personality. In order to improve and enhance my efficiency as a leader, I felt that it is vital to assess myself as a leader to know the leadership style I practice. Conducting a self-assessment will also turn out to be beneficial while determining the scope of alternative approaches and planning for the future learning endeavours. Through this leadership plan, my existing leadership style will be evaluated and analysed. Based on the outcomes of this evaluation and analysis, I shall develop a 5-year leadership plan for me, which will help to progress in the right direction. The leadership plan would be framed using the Whitmore’s GROW model.
Justification for Opting 5-Year Leadership Plan
    From my experience, it is evident that contingencies are always there in the functioning of different organisations. These contingencies are likely to bring a number of issues that cannot be avoided all at once. As opined by Getha-Taylor, Fowles, Silvia and Merritt (2015), it is essential that every leader must evaluate their current leadership style over a certain period. This evaluation may help the leaders to determine the effectiveness of their leadership and may also help them to collect feedback from their peers and subordinates that may help to come up with a new and refined leadership style. From my viewpoint, in order to understand the infrastructural, social and financial changes, a period of at least 5-years will be required. Furthermore, to acquire new leadership skills and to master them for better execution, it is essential for me to put in my dedicated efforts for at least 5-years. This is the primary reason that I have opted for 5-year leadership plan for my self-evaluation and improvement as a leader. I believe that a five-year plan would provide me with enough opportunities to observe the changes in the market and organisational cultures that will help me to optimise my leadership skills.
Self-Assessment of Leadership Skills and Future Planning Using Whitmore’s GROW Model
    I have been enjoying a number of opportunities from an early to display my leadership skills. Gaining insights into the experience that I have managed to gather as a leader, I felt to access my leadership skills from the perspective of a theoretical framework. Based on this assessment, I must be able to plan an optimised and highly refined leadership plan. My past experiences are extremely important for a progressive future as a leader. For identifying and assessing the effectiveness of my existing leadership skills, I opted for Whitmore’s GROW Model. This shall help me to develop a better plan for myself.
Goal Setting
Identifying the Style of Leadership
    As a leader, I tried to manage the team by taking decisions for the members of the team. I undertook a number of tasks and asked the members of the team to perform the respective tasks that have been provided to them. On assessing my leadership style, I could understand that I wanted to take over the lead and did not wanted the members of my team to participate actively into the decision-making processes and procedures. I wanted to control the tasks performed by my subordinates and wanted an authority on the people, who worked under me in my team. My behaviour as a leader makes it clear that I followed autocratic leadership style. I could make out that the leadership I followed was an autocratic leadership style by going through the work of Essien and Ekoriko (2020), who stated that autocratic leaders are unable to make efficient utilisation of the available human resources as they tend to exert decision-making powers over their subordinates.
Assessing the Leadership Style in Association with a Leadership Theory
    In my opinion, that leadership is a fusion of multiple qualities, which complement each other in one or the other way. Learning and mastering these qualities can help to improve the style of leadership being practiced. There is no doubt about the fact that members of a team are motivated through the behaviour of their leaders therefore, I believed in exerting control over the members of my team. From my perspective as a leader, I believe that leaders can be made as well, they are not just born. While acting as a leader, I was an active listener, who always listened to the issues the members of the team had but I exerted authority over them while making decisions to provide them with a solution for their problems. On assessing my leadership style, I could make out that my leadership style aligned well with the behavioural leadership theory. As a leader, I always maintained a line between my personal and professional life and avoided the mingling of the two. As mentioned by Muchiri, McMurray, Nkhoma and Pham (2019), leaders must acquire behavioural traits that might portray them as ideal leaders in-front of their subordinates. From my viewpoint, an efficient leader must adopt behavioural traits from the surrounding work environment in order to refine their leadership skills over a period.
Determining the Scope of Improvement
    From the experiences that I managed to gather as a leader from my last workplace, I felt there is a vast scope of improvement for me as a leader. My previous work environment provided me with a chance to manage a small workforce. Exposure to new places shall provide me with enough opportunities to grow as a leader. Since, my past experiences of working as a leader are limited to only one...
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