LEADERSHIP PLAN 8
Leadershipis a fundamental attribute in any setting as one works towardsassigning certain fulfillments as set by executive command governingthe organization. One has to simultaneously invest a lot of effortand time in owning a development. However, since executives providedeadlines to assignments given to team leaders, personal developmentis normally sidelined. In spite of this, some leaders combine workand development in such a way that there is constant improvement inleadership skills from daily jobs (Mitroff, 2004). Consequently,people realize benefits in the organization, working colleagues anddefinitely own self.
Aleadership plan will give direction of attaining set objectives in agiven timeline and actions necessary for accomplishment. This paperwill look into various concepts of leadership such as role,individual characteristics as a leader, social architect,relationship builder and change agent. This will be attainable byenvisioning prospective team in terms of number of leaders, skillsrequired, surrounding community expectations, inclusive team supportand commitment to goals and budgets (Rothwell, 2010). In other words,the process entails numerous steps as described below
Setorganization or group development goals
Atthis level, Joan should compare group’s strengths and weaknesses inconnection with ideal team envisioned to identify critical areas,which need redress (Adair, 2010). In this regard, priority is givento address issues at hand by picking selected methods of developingleaders as follows
Modeling strong leadership: In essence, Joan should demonstrate qualities of a good leader relating to actions and behavior. Consequently, leaders or staff members under one’s leadership will be aware and emulate character portrayed.
Mentoring: Basically, Joan should make commitment to train and encourage a leader in a specified timeframe under her wing on a one on one basis in order to teach essentials of leadership and ways to overcome challenges.
Exchange programs: Leadership exchange among groups can help build new possibilities and learn skills currently not available in the organization.
Orientations: Significance of such a session is apparent when a new member arrives in an organization as a way to get working quickly. Early orientation help to new members can be a group’s worthwhile investment in time.
Training and workshop sessions: This should address issues like decision making, action plans and fundraising to solve long term and short term problems. Subsequently, this revives motivation and commitment to organization plans.
Retreats: Help refocus thus, identify new strategies, new goals, new direction as well as commitment to changes necessary for realizing success.
Leadership groups: As groups have sessions of interactions, leaders can also have such sessions in different settings to improve their skills for growth and development.
Setindividual development goals
Inaddition to improving leadership of a group as a whole, attentionshould be paid to individual capabilities to keep track on directiontowards attaining organization’s goals (Rothwell,2010).
Individual to act as leaders- typically, every individual is talented differently and has own view of solving issues which shows every one can participate in leadership at some level. One’s targets as a leader can influence a great way in helping individuals view themselves differently as well as what they can achieve. In reality, most people have unutilized talent and energy which when fully employed can be so beneficial to own self and organization as a whole
Matching individuals to necessary skills- attention should be paid to best suited individual to learn expected leadership skills and responsibilities. Consideration should be made to number of skills required and potential for growth in the individual.
Support to each person- in a bid to bring out strong leaders, Joan should allocate a specific time to each individual by tending and caring for their thoughts. This subsequently leads to enthusiastic and motivated employees.
Brainstorm individual plan- leadership plan should have compatibility with one’s capability and goals of the organization.
Recruitingstaff and volunteers
Inanother case, development plan should involve recruitment of readyand willing people who will form succeeding generation of heads. Willnew members not only challenge existing systems but also bring in newideas for fundamental community building (Adair,2010).Essentially, they create a position where new members feel needed andwelcomed into pivot of organization business.
Developmentas the leader is vital to manage effectively and efficientlychallenges in the organization (Jones,2007).Moreover, Joan must attend trainings and development programs toincrease viability as a resource to an organization. Some of the besttechniques to follow include
Be conversant with trends in the industry
Build relationships both internally and externally
Strategic grouping of staff with common interests
Well planned time line and review of day’s activities
Develop feedback plans for the unit and workers
Restructure and delegate tasks according to priority
Asocial architect is a person who designs and establishesorganizations and groups that qualify for both the market place andsurrounding environment of people living and working within (Park &Johnston, 2014). Whilst, the architect designs space, a socialarchitect task is social environment. Some of the notable featuresthat Joan should have as an architect include, but beyond
Strength focus- Joan has to confront herself with freedom and community such that more emphasis is paid to power rather than usual deficiency focused view, which only prohibits growth by creation of imaginary limits.
Support local capacity and local control- make employees understand choices available at their disposal as well as economic use of resources and thus becoming financially well off.
Be undeterred by downfall- Joan should encourage employees to continue employing effort as equally and learn from mistakes made through support of local choice.
Total regard for the whole- all undertakings should be to care for the lives of surrounding community and employees.
Be flexible- a leader should in the midst of failure and doubt take full responsibility of heat and be optimistic of progress toward success.
Human resource management- workers are the most valuable resources in the organization and therefore a leader should take maximum care and concern for their welfare.
Name ideologies- A leader should carry maximum optimism and accreditation to the organization with good faith in staff and volunteers as founding motivation commitment to primary ideologies that follow daily work and policies
Intoday’s changing global environment, a change agent in a leader iscritical due to scarce resources, competition and high demand forquality goods and services. Leaders therefore must be willing todefeat human’s inherent desire of gaining a standard of equilibrium(Park & Johnston, 2014). In other words, they should take risksto embrace challenges and move from status quo of mission,fundraising strategies and poor community relations (Jones, 2007). Tobecome a change agent one should have passion, purpose andperseverance as well as learn from other role models from theirfailures and successes. In this regard of other role models, we learnprinciples such as
Believing in total success- believe in long term goals that bring change and innovation to organization no matter the environment facing the organization.
Opportunities- a broad perspective of success attitudes and action plans is essential in deriving opportunities realized by past successful people.
Transforming power- as a change agent, one should be a strategic thinker who manages complex issues and conflict between optimists and pessimists. Nevertheless, pragmatic risk adverse leaders are required since not all systems work for the good.
Convincingly,leaders are the core movers of any given organization and oncefailure or conflict begins from their offices it trickles down todepartments and finally employees.
Adair,J. E. (2010). Strategicleadership: How to think and plan strategically and providedirection.London: Kogan Page.
Jones,R. A. P. (2007). Nursingleadership and management: Theories, processes, and practice.Philadelphia, PA: F.A. Davis Co.
Mitroff,I. I. (2004). Crisisleadership: Planning for the unthinkable.Hoboken, NJ: Wiley.
Park,C. H., & Johnston, E. (2014, January). Collaborative PublicLeadership in Complex Governance Systems. In Academyof Management Proceedings (Vol.2014, No. 1, p. 16772). Academy of Management.
Rothwell,W. J. (2010). EffectiveSuccession Planning: Ensuring Leadership Continuity and BuildingTalent from Within.New York: AMACOM.