Weight:50%Format:2,500-word written self-reflection and action plan (+10%)
Weight:50%Format:2,500-word written self-reflection and action plan (+10%)
Your task for the Assessment 3 is to construct a Leadership Development Plan by analysing your personal learning in the subject, drawing on insights on your self-awareness as a leader that you have gained throughout the course. Building on this analysis, you will create a leadership action plan that can be used as a blueprint to advance your self-development throughout your MBA and beyond.
Referencing is Australian Harvard (AGPS) and is outlined in theAIB Style Guide.
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Subject Learning Outcomes
Demonstrate advanced understanding of leadership theories, concepts and practice, including both traditional and contemporary forms of leadership (LO#1).
Critically evaluate various modes of leadership with consideration of ethical and socially responsible practice (LO#2).
Effectively communicate and apply relevant leadership practices to address the various needs of stakeholders (LO#3).
Develop a critically reflective leadership model for your own development (LO#4).
Task
The purpose of this assessment is to analyse your learnings gained throughout this subject by constructing a leadership development plan.
There are two parts to this assessment. Part A requires you to critically analyse the insights based on your self-awareness as a leader at the individual and organisational level that you have gained throughout the subject and write a leadership self-analysis. Part B builds on your self-analysis by developing a personalised leadership action plan.
Part A: Self-Analysis
(1500 words inclusive of an introduction and conclusion).
If you have undertaken the self-assessments embedded throughout this subject, you would have completed more than ten self-assessments that, collectively, contribute to a greater awareness of your current v. aspirational leadership legacy.
Self-assessment Activities
Leadership_Traits_QuestionnaireLeadership_Skills_InventoryLeadership_Behaviour_QuestionnaireGlobal Leadership Foundation EI testAuthentic Leadership Self-Assessment QuestionnaireSituational Leadership Scenarios Self-AssessmentPath-Goal Leadership QuestionnaireAdaptive Leadership Self-Assessment QuestionnaireLMX 7 Leadership QuestionnaireMultifactor Leadership QuestionnaireServant Leadership QuestionnaireUsing the results of these self-assessments as a starting point, reflect upon your learning throughout the subject and analyse your leadership strengths and developmental opportunities, providing a critique of what type of leader you believe you are, aspire to be and how this relates to contemporary approaches to leadership.
Use the following questions as a guide to help you draft your response for Part A:
Drawing on leadership theories/concepts learned throughout this subject, how would you describe your current leadership approach and how does this contrast with the kind of leader you aspire to be?
Reflecting on your self-awareness insights undertaken while studying this subject,
How would you describe your core leadership strengths in relation to your current and/or future professional context?
Which are three developmental areas that you believe should be an immediate priority for you as a leader to achieve your desired leadership legacy?
Provide examples from your own professional experience to support your answer.
You are expected to go beyond what was discussed inAssessment 1(traditional approaches to leadership) to cover a diversity of contemporary leadership perspectives. To help illustrate your learning, you should use specific workplace events/examples that have shaped your leadership approach/style/perspectives as a basis for analysis and reflection.
The emphasis must be on the analysis rather than just describing the situation. You must show the thinking process (reflection) that led to your self-awareness insights. Linkages to course materials, theories, models, and literature must be clear and extensive, and sources must be referenced using theAIB Style Guide.
To aid your self-analysis, keeping a reflective journal is recommended. It is important that you start early by writing down your reflective responses and comments as you progress through the weekly modules and activities. You can use any means to record your reflective responses, e.g., a hard copy notebook, a Word document, OneNote, or whichever option you feel most comfortable using. You may include excerpts from the journal in your response to demonstrate your self-analysis.
Part B: Leadership Action Plan
(1000 words)
Building upon the insights about your leadership strengths and areas for targeted development identified in Part A, Part B requires you to develop a Leadership Action Plan that transforms these insights into concrete capabilities. As articulated by Former Chief Learning Officer of McKinsey Academy, Matthew Smith, "setting small, clear developmental goals is one of the five core practices of effective learners and serves as an anchor point for seeking out and benefitting from new learning opportunities" (McKinsey 2021).
In this way, we adoptMcKinsey Academy's 3x3x3 intentional learning approachto articulate3 developmental goals over a 3-month period,engaging 3 other people for accountability.The Leadership Action Plan should be an action plan that considers the reality of your work and social life, as well as personal predispositions and leadership styles, which should explicitly connect to your reflective insights in Part A.
To support the development of Part B, read more about McKinsey's 3x3x3 intentional learning framework:
McKinsey 2021,Intentional learning in practice: A 3x3x3 approach, viewed 16 November 2021, https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/intentional-learning-in-practice-a-3x3x3-approach.
Your Leadership Action Plan should include the following:
My leadership vision [why].
Leadership coach and author Paul Ward articulates that conscious leaders focus on three tenets,awareness,intentionandaction.Developing a leadership vision (what Ward (2020) refers to as the awareness tenet of a "Your personal conscious leadership manifesto: An exploration of your philosophy", which involves leveraging from the reflective insights curated throughout this subject to articulate who you are and how you want to show up as a leader. These guiding questions will help you develop your leadership vision: (1) Why do I want to be a leader (for this industry/company/team)?; (2) What value can I bring (to this industry/company/team)?; and (3) What difference do I want to make (in this industry/company/team)? Your leadership vision should also consider your values (see the videoHow to find your Core Leadership Valuesfound in Module 2 for guidance in developing your leadership values).The end result should be a short and concise vision (ideally 1-3 sentences) that sets the tone for the developmental plan to follow.
Personal leadership goal(s) [what].
What can I do, better or differently, that would improve my leadership competencies to deliver the greatest value to my organisation's strategic directions?
Leveraging off your insights from Part A and adoptingIntentional learning in practice: A 3x3x3 approach, articulatethree specific goalsto support your leadership development over thenext three months.We recommend that your goals are measurable, and achievable so that you can track your progress over a 3-month timeframe.
Detailed action plan [how].
This section should break down the personal leadership goal(s) into actions you will take to achieve your goal(s).
We recommend the following approach:
Identify several actions that you will take towards achieving each of the developmental goals.
Identify your own strengths and indicate how you can leverage them to achieve your goals.
Acknowledge any potential barrier(s) and suggest possible resolution(s) to overcome these barriers.
Accountability and Acknowledgement.
This section reflects the final '3' inIntentional learning in practice: A 3x3x3 approach, which requires you to think of3 people(e.g. family members, close friends, supportive work colleagues, mentor, coach) who will support and monitor your goals. We recommend that you consider: (1) why you've chosen them to support your leadership development; (2) articulate how they may support/monitor your leadership development; and (3) mention what might be the personal impact of meeting your goals.
The assessment needs to be well written and researched, analytical, critical of theories and concepts (where appropriate) and demonstrate linkages between leadership theories and models and their application to the real world.
Procedures
For Part A:Identify relevant self-assessment questionnaires that you have conducted throughout the subject and evaluate which ones give you a realistic picture of your approach to leadership.
Drawing from the results of the self-assessment questionnaires, compose a 1,500-word (inclusive of an introduction and conclusion) self-analysis of your leadership approach, considering both your strengths and developmental opportunities. As well as any insights you have gained throughout the subject.
For Part B:Based on your self-analysis from Part A, construct a 1,000-word Leadership Action Plan informed by research. A template is provided to assist you in structuring Part B.
After drafting your response to Part A and Part B, check it against the assessment marking criteria for this task (listed below). Make sure it is free of errors and submit it for marking by the due date.
Requirements
Note: Allwritten assessmentsshould be submitted asWord files (.docx)(Word is available from your AIBOffice 365account).
The required word length for this assessment is2500words (plus 10% tolerance).
Use the format guidelines as per the provided template (see below).
Follow the AIB-preferred Microsoft word settings.
This assessment requires you to use a minimum ofsix (6)credible academic sources in addition to your textbook. You may also use credible company, industry, government and media sources to support your statements, but these will NOT count toward the minimum required credible academic sources for your assessment. Many web-based sources are not sufficiently rigorous and credible for academic assessments and will NOT count toward the minimum required credible academic sources for your assessment. For further guidance, refer toScholarly, academic & peer-reviewed journals.
You must appropriately acknowledge all sources of information in your assessment with the AIB Harvard author-date referencing style see theAIB Style GuideandAssessment Policy.Utilise the suggested structure for part B as outlined in theAssessment 3 Leadership development plan templateas described below:
Cover Page
NoTable of Contents
NoExecutive Summary
On a separate page: Part A: Self-Analysis. Headings are acceptable.
On a separate page. Part B - Leadership Action Plan. Headings are acceptable.
On a separate page: Reference List (a minimum ofsix(6) referencesPLUSthe prescribed textbook). They are not included in the word limit.Note:Table of Contents and Executive Summary are not required for Assessment 3. An appendix for a declaration of the use of Generative AI is included in the template but if you do not use it, please delete it.
Grading criteria and feedback
Your assessment will be marked according to the following grading criteria:
Depth of reflection and application of leadership theory to a broader context of personal and professional life in Self-analysis (Part A) (30%).
Demonstrated ability to analyse relevant theories and concepts (30%).
Development of Leadership Action Plan (Part B) (30%).
Communication, presentation, structure and language (5%).
In-text citations and referencing (5%).
