Description
Needs to be HIGH quality and not plagiarized.
the objectives of this course were 1) to help you assess your existing leadership strengths and weaknesses, and 2) to help you develop a plan to address one or more leadership goal(s). The deliverable used to address these objectives is the Leadership Development Project. Below are the requirements for the LDP. The entire project should be no longer than 4 pages double spaced (including the goal setting chart). You do not need a title page.
Your paper should contain the following sections:
1. Analysis of Strengths and Weaknesses:
Self-Assessments – In this section you should discuss the results from all of the self assessments you took during the semester (e.g., LTQ). You do not have to mention the results of all of the assessments but you must mention a minimum of SIX and you should choose those that were most significant or relevant for you; either because you had an exceptionally high or low score, or because it fit with a theme supported by scores from your other assessments or interviews.
Interviews – In addition to the self assessments you will need to interview two people you have worked with recently (e.g., coworkers, supervisors, former supervisors, etc.) The important thing is to choose people whose opinion you respect and who will give you HONEST feedback. You will ask them to provide you with what they perceive to be your three greatest leadership strengths and three greatest leadership weaknesses, and to provide you with rationale for their choices. Perhaps ask them to give you some examples of when these behaviors have been demonstrated. *DO NOT argue with them or defend yourself, and monitor yourself to make sure you are not angry or defensive. Only ask questions to help you clarify their perspective.
Strengths/Weaknesses Conclusions – Once you have the interview data and the self assessments you should look for themes or trends. What do you appear to do well as a leader? What do you struggle with? This is the most important section of the LDP because you will choose one or two weaknesses from here to focus on for your “Goal Setting” portion of the project. This is an integrative paper, a summary of what you will take away from the class. Please do not simply list your self-assessment scores. *A short one or two sentences is NOT sufficient for this section.
2. Goal Setting: What changes do you want to make? Based on the conclusions you were able to generate in the previous section regarding weaknesses, create at least one developmental goal for improving your leadership skills, and a plan for achieving that goal. Refer to the previous sections, and think about the things that you learned about yourself that you may have been surprised by or disappointed in. Your goals should be specific, measurable, challenging but attainable, results-oriented, and time-bound. You can use the attached SAMPLE as a guideline for creating your developmental plan.
Often the difference between an A paper and a B/C paper is the ability to summarize rather than “list” the results, and the presence of MEASURABLE and TIME-BOUND goals.
Unformatted Attachment Preview
Name: Sally Sample
Development Goals
Action Plan
Developmental Activities & Resources
(What, Who & How)
Time Line
(Target Dates)
Criteria for Success
(What will successful outcomes
be?)
A brief description of the
knowledge, behaviors, or
skills that you need to
develop in order to achieve
career or life goals.
Specific knowledge or skill-building practice
opportunities. This may consist of on-the-job
activities, tools and programs to acquire
information (e.g., classes, books), and/or regularly
scheduled feedback sessions with others.
The target dates
by which the
action steps will
be completed.
How will you know when you
have reached the objective?
People Development –
Increase the amount of time
spent on people
development, provide
consistent coaching and
feedback.
Set aside time for monthly one-on-ones with
Management Team.
By end of May
2010
Provide consistent, specific and timely feedback to
Associates.
By end of May
2010
Routinely check-in with Associates regarding
both accomplishments and issues of concern.
Ongoing
Identify high potential people; ensure delivery of
appropriate developmental resources.
Ongoing
Interpersonal Skills –
Improve ability to handle
difficult or confrontational
Associates.
Discuss regularly with Manager difficult or
confrontational Associate issues.
April 2010
Identify peer with strong skills in this area, watch,
discuss, and demonstrate this skill to peer.
April 2010
Review issues together with Associate and work on
win-win solutions.
May 2010
Conducted one-on-ones routinely.
Am able to clearly articulate the
strengths and areas of
development for my staff.
Targeted key people as high
potential; continuously building a
strong “bench.”
Demonstrate to Manager a
superior ability to handle difficult
or confrontational Associates.
Track key challenges and
mutually agreed upon solutions.
Name: Sally Sample
Development Goals
Action Plan
Developmental Activities & Resources
(What, Who & How)
Time Line
(Target Dates)
Criteria for Success
(What will successful outcomes
be?)
A brief description of the
knowledge, behaviors, or
skills that you need to
develop in order to achieve
career or life goals.
Specific knowledge or skill-building practice
opportunities. This may consist of on-the-job
activities, tools and programs to acquire
information (e.g., classes, books), and/or regularly
scheduled feedback sessions with others.
The target dates
by which the
action steps will
be completed.
How will you know when you
have reached the objective?
People Development –
Increase the amount of time
spent on people
development, provide
consistent coaching and
feedback.
Set aside time for monthly one-on-ones with
Management Team.
By end of May
2010
Provide consistent, specific and timely feedback to
Associates.
By end of May
2010
Routinely check-in with Associates regarding
both accomplishments and issues of concern.
Ongoing
Identify high potential people; ensure delivery of
appropriate developmental resources.
Ongoing
Interpersonal Skills –
Improve ability to handle
difficult or confrontational
Associates.
Discuss regularly with Manager difficult or
confrontational Associate issues.
April 2010
Identify peer with strong skills in this area, watch,
discuss, and demonstrate this skill to peer.
April 2010
Review issues together with Associate and work on
win-win solutions.
May 2010
Conducted one-on-ones routinely.
Am able to clearly articulate the
strengths and areas of
development for my staff.
Targeted key people as high
potential; continuously building a
strong “bench.”
Demonstrate to Manager a
superior ability to handle difficult
or confrontational Associates.
Track key challenges and
mutually agreed upon solutions.
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