70 over 100 Assignment 3 Leadership & Decision Making Tran Xuan Cuong PDF

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ASSESSMENT 3 Leadership Development

BUSM4188 – Leadership and Decision Making Student name: Tran Xuan Cuong Student ID: s3931079 Lecture’s Name: Christopher Paget

Table of Contents I.

INTRODUCTION

3

II.

LEADERSHIP QUALITIES’ EVALUATION

3

Diagnostic Result Self-confidence Team Leadership Emotional Intelligence

3 3 3 4

i. a. b. c.

ii. Analysis a. Strengths b. Weaknesses

4 4 5

III. LEADERSHIP DEVELOPMENT PLAN

6

IV. CONCLUSION

8

V. REFERENCES

8

VI. APPENDIX

9

I.

Introduction

Day by day, technology is evolving at unimaginable speed; it is realistic to say that most traditional bosses and managers might be replaced with such robust, automatic systems. Young generations will drop massive opportunities if they believe that leadership qualities are only required for managerial positions (Munro 2020). In the future, we must prioritize and develop sufficient leadership characteristics for ourselves. Therefore, with this leadership reflection paper, I hope to provide valuable data and meaningful insight on two essential tools for your leadership’s practicing journey. The first tool will showcase our strengthweakness in leadership’s context through three diagnostic tests of fundamental aspects of leadership: Selfconfidence, Team Management, and Emotional Intelligence. The second part demonstrates the leadership development plan, which is an irreplaceable step in achieving effective leadership.

II. Leadership qualities’ Evaluation i.

Diagnostic Result

a. Self-confidence In the workplace context, the definition of self-confidence is an individual’s belief in their capability of undertaking things (Axelrod 2017). A high self-confidence member can perform better excitement to challenging opportunities, engender contagious resilience and optimism to other colleagues. Therefore, in today's turbulent and rapid-changing environment, self-confidence is becoming a more prioritized necessity than tangible resources since a self-confident, charismatic leader will instill and nurture confidence and a goal-driven mentality in all organizations (Kurume 2015). In this assessment, my total score is 51, which depicts the average degree of self-confidence (figure 1). This test result explains my great interest in pursuing a managerial role and low hesitation to tackle uncertain, challenging tasks. However, my confidence significantly drops as I usually get incredibly nervous to announce my plans and facilitate discussions, especially moderate conflict-solving sections for the group.

b. Team Leadership As technology and globalization thrived in recent years, virtual teams and multicultural colleagues are becoming the new norms in the contemporary business context (Maduka et al. 2018). The leader must

inculcate the following vital competencies to develop effective team leadership skills: sufficient cultural intelligence, technology adaptation, and an innovative mindset. The second skill diagnostic test (figure 2) is created to evaluate our capability in the abovementioned aspects. I complete the quiz with ten correct answers to 15 questions. Most of my accurate answers portray me as a participative, democratic leader, which I believe is right. Because my leading strategy is to encourage members and colleagues to propose ideas proactively and conduct constructive critical evaluation sections before making final decisions. Moreover, I’m interested in exploring new online collaboration tools to minimize tedious and cumbersome traditional project management tasks like email and lengthy update messages. That curious mentality thankfully applies to my openness to group diversity since I experience invaluable, unique stories and perspectives. Nevertheless, I lost significant points on in-group information disclosure. I usually exhibit legitimate power in cases that I have researched carefully but fail to overcome members’ resistance to follow.

c. Emotional Intelligence Emotional Intelligence (EI) is the comprehension level of an individual's ability to detect people’s emotions, decipher their underlying reason, and adequately regulate both ourselves and others’ reactions. EI’s implementation in leadership skill aspects will bring substantial increment in accurate task-allocating for subordinates (Miao, Humphrey & Qian 2018) and strong momentum to overcome organizational resistance for implementing changes (Issah 2018). Hence, The provided Global EI test will be helpful for leadership practitioners like me, evaluating my current EI skills based on the four key pillars developed by Goleman (2002), including self-management, relationship management, self-awareness, and social awareness. My self-management and social awareness are together rated at nine over 10. In my perspective, My current high responsibility, sufficient emotion-control, and change responsiveness are mainly achieved through learning from those mistakes in the early ages as I started to participate in minor managerial roles in event management, NGO organizations in my high school years. Also, my empathy, service orientation, optimism, and challenge-driven leadership mentality are much influenced by my leader, Mr. Tom Trandt, which I have mentioned in assignment 2. Meanwhile, the mediocre EI score on the other two pillars has exposed my inexperience of interpersonal skills such as self-confidence, biased emotional identification, and team-bonding initiating.

ii. Analysis a. Strengths With my self-confidence level’s analysis, I believe that I have achieved the fundamental qualities of a charismatic leader who strongly believes in their undisputed ideals, as well as directions (Yukl 2010).

Those qualities consist of my hustle, fearless attitude toward challenging opportunities, and sufficient capabilities to motivate and build trust within the organization's members. For instance, our art organization once found an open call for event partners from a well-known institution, but the deadlines were so near that everyone considered quitting. Sensing the potential, I decided to gather all the input, advice from my network. Then, I pull an all-nighter to finish the proposal. Thankfully, all the effort had earned us a spot in the event and brought many prospective audiences, and invaluable collaboration invites from talented people in the field. In team management’s aspects, my preferred leadership style is more democratic and collaborative than autocratic. My participative style is because, at the early stage, the most challenging barrier for a junior leader/manager is the shortage of work-related experience and multifaceted thinking. Therefore, I love motivating my members or colleagues to practice voicing out their ideas and constructively discussing. I can compensate for the versatile problem-solving requirement and develop self-leadership for my members, which helps foster subordinates’ confidence against problematic tasks and accelerate the organization’s growth (Alexlrod 2017).

Concerning EI’s level, I have demonstrated a solid achievement-oriented spirit and sharp organizational awareness. I’m always utilizing strategies, lessons absorbed within my full-time job as CEO assistant, project account, and carefully modified to best fit my NGO art organizations. After many talks and observations, I also try to actively moderate my leadership style to explore their motivation, characteristics, and skill level. Based on the above analysis, I can become a transformational leader.

b. Weaknesses In the self-confidence sector, my primary flaw is the underperformance of both verbal and nonverbal Charismatic Leadership Tactics (CLT). When I present or facilitate meetings, I often have uncontrollable shaking voices and nervously wandering eyes. Even worst, I miss deadlines, and little promises due to my over-optimism and procrastination. Simply saying, unless I develop better CLT to promote myself as a role model for organizations correctly, my reliability and impact with members will severely suffer. Fortunately, CLT is not solely a privileged characteristic trait but a learned skill (Antonakis 2012). In team management’s aspect, I sometimes use legitimate and coercive power to implement changes for the working process or the organization's strategy, despite my self-leadership and democratic attitude. Given Vietnam's high score (70) in the power distance sector of Hofstede's 6-D model (2017) (Figure 4), hierarchical and coercive acts are unavoidable. The intrinsic motivation for pioneering or taking on new responsibilities is not well-appreciated in Vietnamese or Asian culture (S. Nordback & Espinosa 2019). However, I believe that the Vietnamese workforce and, specifically, my future creative sector will gain more highly engaged, functioning heterogeneous people who will perform better under participative leadership than directive leadership (Somech 2006). Therefore, I must progressively change my leadership style to motivation and collaboration.

Last but not least, related to the above EI’s evaluation, my detrimental weaknesses are my self-biased, fluctuating emotions, and low out-of-work bonding skills. In brainstorming or reflection sections, I’m sometimes more inclined to favor my ideas, as well as others if they’re supporting me. Moreover, I often express confusing decisions and adverse reactions when my members aggressively argue in the meetings, without thinking about whether they’re having untold difficulties. The EI score, as mentioned earlier, also revealed my detrimental weaknesses: self-bias, fluctuating emotions, and poor out-of-work connection abilities. In brainstorming or reflection meetings, I often value my ideas, as well as people who support me. Moreover, I sometimes react negatively when my members aggressively argue in meetings, without considering their difficulties or self-reflecting on my bias. Based on Bass & Avilio’s model for transformational leader (1944), I’m still missing some aspects in members’ emotional consideration. Also, my angry response to members’ mistakes indicates my passivetransactional leadership, which imposes contingent pressure on members instead of patient instruction (Zhang, Cao & Wang 2018). Besides, I dread going out and having parties with my friends because I need time alone to re-energize, a common introvert trait. However, my staying-alone preference has cost me many good points in my member’s eyes. Partying out after work is one of many unspoken methods for a stronger bond in most of Vietnam’s organizations, derived from the low individualism scores in Hofstede’s model (2017) (Figure 4).

III. Leadership Development Plan Developing such intangible values as leadership qualities will require practical, detailed planning, yet still simple, easy-to-follow since building these leadership qualities takes continuous perseverance and commitment (Williams 2017). Therefore, I will develop my leadership development plan based on the S.M.A.R.T goal-setting template. My three primary goals in this 6-month leadership development journey will be to foster critical, multifaceted thinking, improve charismatic tactics, and develop diverse project managing and negotiation skills. DEVELOPMENT PLAN FOR 4 LEADERSHIP GOALS Goals Activities

Better Charismatic Tactics

Critical, multifaceted thinking

Solid, diverse project management, negotiation

Practicing positive, genuine emotional expressions but eliminating energy-draining ones like raising voices, satisfactory faces, etc.

Develop a step-by-step selfguideline to practice constructive, neutral suggestions in brainstorming or idea evaluation meetings.

Enroll in Google Certified Project Management, Data Analysis courses.

Try yoga or mindfulness exercises just 5 minutes daily to meditate nervousness and

Replace weekend entertainment TV series with a documentary from

Consolidate and create simple instructions for all the project management apps I have researched. Ask for colleagues, boss,

overthinking in team presenting or facilitating.

“Curiosity” app, experts’ post on LinkedIn, and more leadership, market analysis Fill in 30 - minute exercises books, articles three days/week to boost mental clarity and physical readiness. First 3 months Key Milestones Complete 21-day streaks of maintaining the two abovementioned exercise Immediate noting down reflection of my leadership performance, attitude after meeting

First 3 months

First 3 months

Complete ten book pages daily and increase usage time on LinkedIn or reading apps.

Complete 1-2 fundamental online courses. Each course takes 30 hours to finish, so I believe this speed fits my current schedule.

Constant follow and develop the critical thinking guideline to fit diverse circumstances.

Next three months Next three months Increase the exercise’s frequency Reflection becomes an instant habit in my head.

Complete 3-4 books a week and develop a resourceful personal library on the intakes from books, courses, or articles. Memorize the guidelines easily without having the template

Expected Outcomes

High, less-distractable mental state and more active physical presence Positive feedback from members on my charismatic acts.

and members revaluation on the project managing performance or partner communication’s quality

Develop a clear understanding of my strength, weaknesses in customer service and communication. Next 3 months Reflection on the critical implementation of those courses in my work performance. Evaluate my confidence and performance on undertaking ew, demanding clients through self-reflection and consultation from my company’s director, as well as past clients.

Better knowledge of diverse fields and solutions to complex organizational dilemmas.

In-depth understanding of winning elements in project and customer management.

Positive feedback and wellstructured ideas, executions from the organization’s member

High satisfaction rate from clients, teams, and bosses after each project.

IV. Conclusion Taking these diagnostic tools has been an insightful, practical experience for me to explore my current leadership skills. Not only was I forced to reflect on many of my often-neglected weaknesses, but I also got the chance to discover interesting, unexpected strengths. More importantly, constructing a leadership development plan has created great momentum and a reminder for me to continuously elevate my leadership qualities for upcoming challenges.

V. References Antonakis, J 2012, Using the power of charisma for better leadership, The Guardian, . Axelrod, RH 2017, Leadership and Self-Confidence, Leadership today, . Bass, B & Avolio, B 1994, Improving organizational effectiveness through transformational leadership Thousand Oaks, CA. Sage Publications. Goleman, D, Boyatzis, R & McKee, A 2002, Primal Leadership: Realizing the Importance of Emotional Intelligence, Harvard Business School Press: Boston. Hofstede Insights 2017, Vietnam - Hofstede Insights, Hofstede Insights, viewed 14 January 2022, . Issah, M 2018, ‘Change Leadership: The Role of Emotional Intelligence’, SAGE Open, vol. 8, no. 3, p. 215824401880091, . Krume N 2015, Charismatic leadership and power: Using the power of charisma for better leadership in the enterprises, Journal of Process Management, New Technologies, 3 (2), 18–27. Maduka, N.S, Edwards, H, Greenwood, D, Osborne, A and Babatunde, S.O 2018, "Analysis of competencies for effective virtual team leadership in building successful organisations", Benchmarking: An International Journal, Vol. 25 No. 2, pp. 696-712. . Miao, C, Humphrey, RH & Qian, S 2018, ‘A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior’, Journal of World Business, vol. 53, no. 4, pp. 463–474, .

Munro, J 2020, Show leadership skills when you’re not a manager, The Sydney Morning Herald, The Sydney Morning Herald, viewed 14 January 2022, . S. Nordback, E & Espinosa, J. Alberto 2019, Effective Coordination of Shared Leadership in Global Virtual Teams, Journal of Management Information Systems, pp. 321-350 . Somech, A 2006, ‘The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams’, Journal of Management, vol. 32, no. 1, pp. 132–157, . Williams, M 2017, Emotional Intelligence - Global Leadership Foundation, Global Leadership Foundation, . Yukl, G 2010, Leadership in organizations, (7th ed), Prentice Hall. Zhang, L, Cao, T & Wang, Y 2018, ‘The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective’, International Journal of Project Management, vol. 36, no. 2, pp. 317–330, .

VI. Appendix

Figure 1: Self-confidence test

Figure 2: Team Management Leadership Test Red tick: My answer but incorrect Green tick: My answer and correct

Figure 3: Self-Management/ Emotional Intelligence Test

Figure 4: Bas & Avolio Four “I” Dimesions...