SBU718 Strategic Leadership and Change Report 1 Sample
Assessment Task
You are required to explain your personal leadership philosophy and develop a Leadership Manifesto.
This critical self-reflective task will challenge you to think intentionally about leadership means to you and to develop a deeper awareness of what drives your leadership approach and your willingness and commitment to grow as a leader.
You will consider and develop you own Leadership Manifesto which is consider the following:
• Your purpose, dreams, vision, and mission as a leader
• Your values and beliefs: what they stand for, sometimes referred to as a leadership credo
• Your personal support networks
• Your conscious leadership practices, intentions, and goals
You should use relevant models and theories to support your written assignment and may also include some specific examples of your own leadership experiences.
To support your self-reflection:
1.You will explore your Leadership Philosophy: The purpose of this task is to argue a position about what good leadership is and what good leaders do. You will consider your views of leadership, work, and life. What matters most to you in each of these areas? What do you value? What do you believe? What do you know to be true?
In your argument, you must reference relevant theories about leadership from solid academic sources. You may include as part of your discussion, your experience working as or for a leader and how those work experiences helped you form your personal leadership philosophy.
2. You will conduct a self-leadership SWOT: The purpose of this task is to identify and evaluate your own strengths based upon the characteristics you explained in the Leadership Philosophy section. You will identify your own leadership skills, behaviours and attributes and critically explores these in relation to current understanding of the requirements for successful leadership in the new Digital Age.
3. You will explore how you could develop these leadership skills, behaviours, and attributes, including the role of a mentor and your personal networks.
4. You will provide a clear outline of your leadership intentions, setting specific aspirational goals which will provide you with a clear focus on responsible actions aligned with your purpose, vision, and mission.
Living CV
As part of the University & Work Ready, Future Ready strategy, you will be expected to build a professional, Living CV as you successfully engage and pass each module of your degree.
Solutions
1. Introduction
Leadership is a “complex and dynamic” concept. In addition, leadership can be thoroughly shaped by “personal beliefs” referring to its various implementation contexts. In this relevance, it is significant to state that leadership offers guidance to the “individuals and teams” towards achieving common objectives. Even, leadership approach must consider “interpersonal skills”, “strategic vision” and “ethical conduct” (Schaedler et al. 2022). Referring to this information, this paper will shed light on my “personal leadership philosophy”. In addition, my strengths and weaknesses will be assessed through a “self-leadership SWOT analysis”. Apart from that, this paper will provide a well-defined “development plan” aimed at enhancing “my leadership capabilities” over the period. In a nutshell, I aim to present a detailed view of “effective leadership” in today's changing environment. The overall literary content of this paper will be supported by a wide range of “leadership theories” and my “personal experiences”.
2. Exploring My Leadership Philosophy
2.1. Defining Good Leadership
In my opinion, the term “good leadership” refers to the ability to “guide and inspire” individuals towards a common goal. Good leadership is aimed at shaping an environment with “respect, trust, and collaboration”. “Effective leadership” is not only aimed at “managing tasks”. Effective leadership “motivates people”, “creates a vision” and enables them to contribute their best efforts (do Adro and Leitão, 2020). Effective leaders are enriched with their capacity to balance “strategic thinking with ethical behavior and empathy” (Banks et al. 2021). Precisely, effective leaders are often enriched with the traits such as “ethical behavior, emotional intelligence and strategic thinking”.
2.2. Values and Beliefs in Leadership, Work, and Life
Leadership Values
At the core, “empathy, integrity and authenticity” are the fundamental aspects of my leadership philosophy. Integrity ensures that I effectively lead with “ethical standards and honesty”. I have earned the “respect and trust” of my team. Empathy enables me to understand the “perspectives and feelings” of others. I can relate to what others’ “feel” and their “perspectives”. The same eventually contribute to an inclusive and supportive environment. The term, “authenticity” means being true to myself and my values (Rego et al. 2022). It has helped me to develop a “culture of transparency” and “genuine relationships” with others for university assignment help.
Work Values
It is significant to state in this context that I value “continuous learning, innovation and collaboration” in the workplace. I believe that open communication and teamwork can lead to creativity and better problem-solving. It is essential to rely on “continuous learning” (Wallace et al. 2021). The same will enable me to effectively deal with the “ever-evolving challenges” of the modern work culture. In addition, it is significant to mention that “innovation” drives progress. It also keeps the organization relevant and competitive in recent times.
Life Values
“Balance, growth and purpose” are the key aspects of my life philosophy. It is essential to ensure effective balance between “personal and professional” life. The same aimed at shaping overall well-being of an individual as also relevant in my case. Clear purpose can effectively guide my actions and decision-making (Vera et al. 2020). The same provides “a sense of direction” and fulfillment. In my opinion, “professional” and “personal” growth is a continuous journey. In this context, I must state that I am highly motivated to embrace opportunities in order to optimize “self-improvement” and “learning initiatives”.
2.3. Key Leadership Theories to shed light on my Leadership Philosophy
Various leadership theories are aligned with my philosophy. The same has enabled me to better understand about “effective leadership”.
Transformational Leadership
This theory has emphasized on the role of leaders in “motivating and inspiring” their followers towards attaining the shared objectives of the organization.
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Figure 1: Key aspects of Transformational Leadership
(Source: Greimel et al. 2023).
Transformational leaders are enriched with the ability to “create a vision”, “communicate it effectively”, and “lead by example” (Greimel et al. 2023). They focus on developing an environment of “innovation and trust”. In addition, they encourage the team members to take ownership of their work. The same eventually contribute to the holistic growth of the organization.
Servant Leadership
Servant leadership defines the “role of a leader” as a servant initially. This approach prioritizes the needs of team members. In addition, servant leadership also emphasizes on the “development and well-being” of the team members (Lythreatis et al. 2021).
.png)
Figure 2: Key attributes of a Servant leader
(Source: Hasanuddin et al. 2021).
Servant leaders are focus on creating “a culture of collaboration and trust” (Hasanuddin et al. 2021). In such work place environment, the team members feel empowered and valued.
Emotional Intelligence
The fundamental concept of “emotional intelligence” highlights the significance of “self-regulation, self-awareness, motivation, social skills and empathy” in “effective leadership” (Görgens-Ekermans and Roux, 2021).
.png)
Figure 3: Key characteristics of a Emotional Intelligence
(Source: Coronado-Maldonado and Benítez-Márquez, 2023).
As per my understanding, the leaders with “high emotional intelligence” can manage their own emotions. In addition, these individuals are able to understand and influence the emotions of others (Coronado-Maldonado and Benítez-Márquez, 2023). This practice enables them to develop positive, strong relationships. In a nutshell, “high emotional intelligence” is essential to deal with “complex team dynamics” (Lee et al. 2023).
2.4. Personal Leadership Experiences
In the previous role, I have led a “diverse team” on a “high-stakes project” that required “close collaboration and innovative thinking”. I have developed an environment of mutual respect and open communication. I inspired my team to bring their best ideas forward. This experience has shaped my belief in the power of “servant and transformational” leadership (Hasanuddin et al. 2021). In addition, I have also encountered a challenging situation where a team member was struggling with personal issues. His personal issues had affected overall productivity of the team to a great extent. I helped him to overcome his difficulties by practicing empathy. Even, I have provided him with necessary support so that he can regain his confidence. This experience has demonstrated the significance of “emotional intelligence” in leadership.
3. Self-Leadership SWOT Analysis
A” self-leadership SWOT analysis” will allow me to evaluate my “strengths, weaknesses, opportunities and threats” referring to the attributes of “successful leadership”.
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Table 1: SWOT Analysis to reflect on leadership attributes
(Source: created by the author).
Analysis of SWOT
Strengths
a) High Emotional Intelligence
My capacity for “self-awareness”, “empathy” and “relationship management” has enabled me to build strong, healthy relationships.
b) Strong Communication Skills
My ability to “articulate ideas” can be considered as a “significant strength”. Effective communication is essential for “conveying vision, building trust, and ensuring team alignment” (Men et al. 2020).
c) Integrity and Ethical Behavior
My commitment to “ethical standards and honesty” has contributed to embrace “respect and trust” within my team.
d) Ability to Inspire and Motivate Others
I can motivate and inspire my team by developing a compelling vision.
Weaknesses
a) Perfectionism Leading to Stress
My desire for high standards can instigate “unnecessary stress” and delays.
b) Tendency to Overcommit
I often take on too many responsibilities. The same leads to “decreased effectiveness” and stress.
c) Resistance to Change
Sometimes, I hesitate to embrace change. The same can potentially hinder innovation and adaptability.
d) Difficulty in task-completion
In some cases, I find it difficult to complete tasks on time.
Opportunities
a) Expanding Professional Network
Healthy involvement with other “professionals” and “leaders” can provide new “opportunities” and “perspectives” for collaboration (Korzynski et al. 2021).
b) Access to Learning Resources
A wide range of online courses, seminars and workshops are available to enhance my knowledge and skills.
c) Mentorship Opportunities
It is significant to look for mentorship opportunity. The same can provide support, guidance and “constructive feedback” on my leadership style.
d) Opportunities for Leadership Development Programs
Enrolling in leadership development programs will offer valuable insights. The same will shape my effectiveness to some extent.
Threats
a) Increasing Competition in Leadership Roles
The “competitive nature of leadership roles” demands “continuous improvement” in order to stay competitive.
b) Rapid Technological Advancement
The growing technological change requires “constant learning” and “adaptation” (Lin et al. 2020). The same has been identified as a potential threat. It is indeed challenging.
c) Risk of Burnout
“Excessive work” and “high stress levels” can threaten my overall “well-being” and “effectiveness”.
d) Work-Life Balance Challenges
I also experience certain challenges to maintain “work-life balance”. Eventually, the same may cause burnout over the period. In addition, inability in handling “work-life balance” effectively will affect my well-being in the long-run.
4. Developing Leadership Skills, Behaviors, and Attributes
4.1. Skill Development Strategies
Time Management
I will implement “effective time management strategies” involving “setting clear priorities”, “delegating tasks” and “learning to say no” in order to manage my “tendency to overcommit”. The same will enable me to increase productivity and reduce stress (López-Cabarcos et al. 2022).
Continuous Learning
I will prioritize “continuous learning” through “workshops, online courses and seminars” in order to address “my resistance to change”. In addition, I will “regularly seek out” new learning opportunities in the coming days.
Stress Management
I will practice “stress reduction techniques” and “mindfulness” in order to combat stress and perfectionism. “Prioritizing self-care”, “setting realistic goals” and “maintaining a healthy work-life balance” will enable me to manage stress more effectively.
4.2. Role of a Mentor
In my opinion, having a mentor can significantly enhance “my leadership development”. A mentor will “provide guidance, valuable insights and necessary support” (Susanto and Sawitri, 2022). The same will help me to make “informed decisions”. In addition, this approach will enable me to deal with the challenges more effectively.
4.3. Development of Personal Networks
In my opinion, it is essential to develop “personal networks”. The same will contribute to leadership development over the period. In addition, “networking with other professionals” and leaders can provide “new ideas, perspectives and opportunities” for collaboration (van Dongen et al. 2021). Referring to this information, I will actively participate in “professional associations, industry events and online forums” in order to expand my network.
5. Leadership Intentions and Aspirational Goals
5.1. Vision and Mission
As a leader, my vision is to create an “innovative, inclusive and empowering work environment”. Precisely, my vision is to develop an environment where the team member will be motivated to contribute to the organization’s success. My mission is to lead with “empathy, integrity, and authenticity”. I am willing to encourage and promote “a culture of continuous learning and collaboration”.
5.2. Specific Aspirational Goals
a. Embrace Innovation
I want to create a “culture” in order to encourage “innovation and creativity”. In addition, I will provide my team with the necessary resources and support.
b. Enhance Emotional Intelligence
I am committed to improve my “emotional intelligence” by regularly practicing “empathy, self-awareness and effective communication” (Görgens-Ekermans and Roux, 2021).
c. Promote Work-Life Balance
I must prioritize “work-life balance” for myself and my team by “setting realistic goals, promoting flexible work arrangements and encouraging regular breaks” etc.
d. Pursue Leadership Development Programs
I need to enroll in leadership development programs in order to enhance my skills and knowledge in the coming days.
e. Expand Professional Network
As initially indicated, I will actively seek opportunities to network with professionals and other leaders both outside and within my industry domain.
f. Mentorship Engagement
I will engage with a mentor who can provide “guidance and support” in my leadership journey.
6. Conclusion
In accordance with the information stated in this paper, development of a “personal leadership philosophy” involves “learning, introspection and continuous improvement”. The “self-leadership SWOT analysis” initiated in this paper has highlighted my weaknesses, strengths. Referring to this information, further opportunities and potential threat factors has also been identified. In a nutshell, I am committed to lead with “integrity, empathy and authenticity” in my leadership journey.
7. Reference list
Banks, G.C., Fischer, T., Gooty, J. and Stock, G., 2021. Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda. The Leadership Quarterly, 32(2), p.101471.
Coronado-Maldonado, I. and Benítez-Márquez, M.D., 2023. Emotional intelligence, leadership, and work teams: A hybrid literature review. Heliyon.
do Adro, F.J.N. and Leitão, J.C.C., 2020. Leadership and organizational innovation in the third sector: A systematic literature review. International Journal of Innovation Studies, 4(2), pp.51-67.
Görgens-Ekermans, G. and Roux, C., 2021. Revisiting the emotional intelligence and transformational leadership debate:(How) does emotional intelligence matter to effective leadership?. SA Journal of Human Resource Management, 19, p.1279.
Görgens-Ekermans, G. and Roux, C., 2021. Revisiting the emotional intelligence and transformational leadership debate:(How) does emotional intelligence matter to effective leadership?. SA Journal of Human Resource Management, 19, p.1279.
Greimel, N.S., Kanbach, D.K. and Chelaru, M., 2023. Virtual teams and transformational leadership: An integrative literature review and avenues for further research. Journal of Innovation & Knowledge, 8(2), p.100351.
Hasanuddin, B., Mustainah, M. and Buntuang, P.C.D., 2021. The influence of servant leadership on job satisfaction with individual character as a moderating variable. Problems and Perspectives in Management, 19(1), pp.445-455.
Korzynski, P., Kozminski, A.K., Baczynska, A. and Haenlein, M., 2021. Bounded leadership: An empirical study of leadership competencies, constraints, and effectiveness. European Management Journal, 39(2), pp.226-235.
Lee, C.C., Yeh, W.C., Yu, Z. and Lin, X.C., 2023. The relationships between leader emotional intelligence, transformational leadership, and transactional leadership and job performance: A mediator model of trust. Heliyon, 9(8).
Lin, W.L., Yip, N., Ho, J.A. and Sambasivan, M., 2020. The adoption of technological innovations in a B2B context and its impact on firm performance: An ethical leadership perspective. Industrial Marketing Management, 89, pp.61-71.
López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2022. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research, 140, pp.361-369.
Lythreatis, S., Mostafa, A.M.S., Pereira, V., Wang, X. and Del Giudice, M., 2021. Servant leadership, CSR perceptions, moral meaningfulness and organizational identification-evidence from the Middle East. International Business Review, 30(5), p.101772.
Men, L.R., Yue, C.A. and Liu, Y., 2020. “Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), p.101927.
Rego, A., Cunha, M.P.E. and Giustiniano, L., 2022. Are relationally transparent leaders more receptive to the relational transparency of others? An authentic dialog perspective. Journal of Business Ethics, 180(2), pp.695-709.
Schaedler, L., Graf-Vlachy, L. and König, A., 2022. Strategic leadership in organizational crises: A review and research agenda. Long Range Planning, 55(2), p.102156.
Susanto, P.C. and Sawitri, N.N., 2022. Coaching, Mentoring, Leadership Transformation and Employee Engagement: A Review of the Literature. Dinasti International Journal Of Education Management And Social Science, 4(2), pp.297-308
van Dongen, L., Cardiff, S., Kluijtmans, M., Schoonhoven, L., Hamers, J.P., Schuurmans, M.J. and Hafsteinsdottir, T.B., 2021. Developing leadership in postdoctoral nurses: A longitudinal mixed-methods study. Nursing Outlook, 69(4), pp.550-564.
Vera, D., Samba, C., Kong, D.T. and Maldonado, T., 2020. Resilience as thriving: The role of positive leadership practices. Organizational dynamics.
Wallace, D.M., Torres, E.M. and Zaccaro, S.J., 2021. Just what do we think we are doing? Learning outcomes of leader and leadership development. The Leadership Quarterly, 32(5), p.101494.
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