Learning To Be a Leader

Learning To Be a Leader

Assessment 3

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Table of Contents

TOC o "1-3" h z u 1.0 Introduction PAGEREF _Toc135078793 h 12.0 Leaders PAGEREF _Toc135078794 h 12.1 Proper Flexibility PAGEREF _Toc135078795 h 12.2 Proper Communication PAGEREF _Toc135078796 h 23.0 Managers PAGEREF _Toc135078797 h 23.1 Decision-Making Skills PAGEREF _Toc135078798 h 33.2 Interpersonal Skills PAGEREF _Toc135078799 h 34.0 Difference Between Manager and Leader PAGEREF _Toc135078800 h 45.0 Personal Leadership Development Plan PAGEREF _Toc135078801 h 45.1 Self-Assessment PAGEREF _Toc135078802 h 45.2 Closing Experience Gap PAGEREF _Toc135078803 h 55.3 Networking PAGEREF _Toc135078804 h 55.4 Benchmarking PAGEREF _Toc135078805 h 56.0 Conclusion PAGEREF _Toc135078806 h 6References PAGEREF _Toc135078807 h 7

1.0 Introduction

The current competitive trend in the market requires businesses or other organizations to develop suitable goals and missions to enable proper operations. According to a study by Chakraborty & Biswas (2019), it is observed that the development of suitable goals and missions helps in aligning the efforts of an individual or a group towards the accomplishment of the objective. The accomplishment of objective allows the organizations to satisfy the key performance indicators that ultimately allows them to survive in the competitive market due to the assurance of sustainable growth. In the process of development of goals and missions, companies or organizations require an individual who can enable proper thinking process with utmost responsibility and accountability. These individuals help in developing a suitable work culture that fosters proper team performance and efficiency thereby leading to the accomplishment of the defined goals and objectives. These individuals can either act as leaders or managers depending upon the different skills and traits showcased by them during the task completion process. The report aims at evaluating the steps involved in the emergence of an individual as a leader. For this purpose, it discusses the differences between leaders and managers. At last, it also provides the road for the formulation of a personal leadership development plan.

2.0 LeadersLeaders are often the individuals who are involved in the completion of tasks by promoting suitable team assistance and engagement. According to a study by Larson & DeChurch (2020), it is observed that the presence of intention for enabling suitable human assistance while completing of task leads to the emergence of the individual as a leader. Some of the great leaders of this world such as Martin Luther King, Mahatma Gandhi, and other prominent figures were involved in the accomplishment of their respective goals and missions by enabling suitable mass engagement and human assistance. There are some specific skill sets that lead to the classification of an individual as a leader. These skills are discussed in the following section.

2.1 Proper Flexibility

One of the most important skills that leaders often showcase is the presence of suitable flexibility in their vision and approach. According to a study by Yang, et al. (2021), it is observed that leaders often promote suitable engagement of individuals while proposing new decisions or processes. This engagement of people during the planning phase leads to the onset of a large number of ideas and concepts that need to be properly evaluated by the leaders before the implementation of the best ideas. Moreover, it is also possible that the ideas provided by the team may be different from that thought by the leading figure. Correspondingly, the evaluation of these ideas leads to the development of flexibility as one important skill set of a leader. Adolf Hitler is an example of a great leader who greatly embodied flexibility within his visions. In a study, DiNardo (2022) suggests that most of the decisions taken by Adolf Hitler during the world war were based on the ideas and suggestions presented by his fellow generals. Therefore, proper flexibility was an important characteristic possessed by a leader.

2.2 Proper Communication

Another important characteristic possessed by a leader is the presence of suitable strategies to develop proper communication with the audience. In a study, Bradley-Cole (2021) suggests that leaders from different walks of life try to maintain proper clarity and transparency in their vision. Correspondingly, the promotion of suitable transparency within the vision enables to development of proper listening trait that allows the audience to present suitable feedback as well raise questions. This process of feedback collection and answering questions leads to the organization of suitable conferences and meetings by leaders. Subsequently, these conferences and meetings help the leaders to develop proper communication channels with the audience. An example of the showcase of proper communication by a leader is Mahatma Gandhi who has been greatly credited to play a major role in India's freedom. Therefore, proper communication was another prominent skill showcased by a leader due to the presence of suitable engagement with the audience.

3.0 ManagersManagers are the individuals who are greatly involved in delivering suitable products or services to the organization by directing a team of professionals. According to a study by Peeters, et al. (2020), it is observed that managers are the individuals in an organization who are responsible for the effective performance of a departmental team. Correspondingly, the managers undertake suitable decisions and formulate certain strategies that are required for the proper efficiency and effectiveness of team members of a particular department. Some of the prominent managers of the world include Jeff Bezos, Bill Gates, and other people who played a crucial role in the growth of their respective organizations by making suitable decisions and reviewing the performances of the team members. The managers also possess certain skill sets that help them to distinguish themselves from other individuals. The following section discusses the prominent skills possessed by managers.

3.1 Decision-Making SkillsOne of the prominent skills of managers includes proper decision-making skills according to the objective and goals of the organization. According to a study by Fischer, et al. (2020), it is observed that organizations require the formulation of suitable strategies and regulations according to the objectives of business operations. The formulation of new strategies and regulations requires the discussion of new ideas and the initiation of several brainstorming sessions between different departments of the organization. In a study, Foster (2021) suggests that brainstorming sessions within organizations foster proper engagement of the team members. Correspondingly, the engagement of team members leads to the generation of a large number of ideas. Subsequently, the manager reviews all the ideas presented by the team members and further takes decisions to implement the most suitable idea according to the objectives and goals of the organization. Steve Jobs the founding member of Apple is considered as one of the greatest managers. In a report, AlAhmari (2022) reflects that the decision-making skills of Steve Jobs enabled him to incorporate suitable strategies that ultimately led to the exponential growth of Apple. Therefore, decision-making skills were one of the prominent skills possessed by the managers that enabled the implementation of suitable strategies and regulations.

3.2 Interpersonal Skills

Another important skill that a manager possesses is a strong interpersonal skill that helps in the development of a proper relationship with the stakeholders. According to a study by Nyberg, et al. (2021), it is observed that organizations experience the involvement of a large number of stakeholders such as employees, shareholders, and other people. The demands of the stakeholders play an important role in defining the business operations. Correspondingly, the managers at this point require proper technical and soft skills for enabling proper involvement of the stakeholders according to the best interest of the organizations. Moreover, the managers also need to have suitable communication skills in order to effectively convey messages to the stakeholders and team members. Furthermore, there can be times wherein the manager needs to complete a large number of tasks in order to satisfy the objectives of the organization. Correspondingly, proper handling of these vast volumes of tasks required the managers to showcase proper time management skills. One of the most prominent managers who showcases strong interpersonal skills is Bill Gates who was involved in the development of a large number of software applications and at the same time convinced investors to fund his ideas. Therefore, interpersonal skill was another important characteristic possessed by managers.

4.0 Difference Between Manager and Leader

Based on the evaluation of the characteristics of leaders and managers Table below depicts the difference between the two individuals.

Table SEQ Table * ARABIC 1: Difference between managers and leaders

5.0 Personal Leadership Development Plan

5.1 Self-Assessment

The first involved in the formulation of a personal development plan includes the self-assessment of personal traits. According to a study by Pigosso & McAloone (2021), it is observed that the self-assessment enables the individual to identify the strengths and weaknesses associated in reference to a particular task. Correspondingly, the undertaking of this step will help to understand what are the different characteristics such as open to critics, team player, and other skills that a leader should have. Further, it will also help to identify the areas that need to be improved which in this particular case include the development of proper flexibility and proper communication skill. Therefore, self-assessment was an important step in the formulation of the personal development plan.

5.2 Closing Experience Gap

The step of self-assessment within the formulation of a personal leadership development plan is followed by the closing of the experience gap. In a study, ElHaffar, et al. (2020) suggests that the process of closing the experience gap enables the individual to acquire suitable knowledge and understanding. Correspondingly, for the undertaken case this will include involvement in different coaching classes and seminars that help the individual to develop proper communication skills. Moreover, this step for the undertaken case will also gain practical experience in risk handling that will help to inculcate flexibility skills. Risk management will help to encounter uncertain events that will often require changing action course which will ultimately help in enabling proper flexibility. Therefore, the closing of the knowledge gap would be the next step following the self-assessment step involved in the formulation of a personal leadership development plan.

5.3 Networking

Another important step involved in the formulation of a suitable personal leadership development plan is the onset of proper networking. According to a study by Y Li, et al. (2021), it is observed that proper networking allows an individual to get exposure to different scenarios as well as people with different expertise. Correspondingly, for the undertaken case proper networking will help to meet people who are accustomed to different leadership conditions. Subsequently, proper exposure will help in inculcating proper skillsets that are expected by a leader such as proper communication, flexibility to various ideas, and other prominent skills. Henceforth, networking was another significant step involved in the formulation of a suitable personal leadership development plan.

5.4 Benchmarking

The last step involved in the formulation of a suitable personal leadership plan is benchmarking which helps to evaluate the progress. In a study, Oliveira & Lopes (2020) suggest that the concept of benchmarking aids in identifying certain success indicators which enables proper controlling and tracking of the improvement process. Correspondingly, in the undertaken case different success indicators are improvement of team engagement, continuous learning, proper communication, and other tangible factors. Subsequently, benchmarking will allow to access the progress in the development of leadership qualities with respect to the above identified success factors. Therefore, benchmarking was the last step involved in the development of a personal leadership development plan which allowed to effectively track the improvement process.

Figure SEQ Figure * ARABIC 1: Smart Objective

6.0 Conclusion

The report aimed at evaluating the steps involved in the emergence of an individual as a leader. For this purpose, it discussed the differences between leaders and managers. It was observed that both leaders and managers were equally important and were actively responsible for the effective completion of certain goals and missions. It was observed that proper communication and proper flexibility in ideas were some of the prominent characteristics possessed by a leader. Moreover, it was observed that proper decision-making and interpersonal skills were some of the important characteristics showcased by a manager. At last, it was observed that the formulation of personal leadership development involved self-assessment, closing the experience gap, networking, and benchmarking.

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