BUSM4188 – Vuong HUE MAN – S3741158 – Assignment 3 – Leadership Devlopment PDF

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ASSIGNMENT 3:A3: Leadership DevelopmentASSIGNMENT COVER PAGESubject Code: BUSM Subject Name: Leadership and Decision Making File(s) Submitted: BUSM4188 – VUONG HUE MAN – S3741158 – Assignment 3 – Leadership DevlopmentStudents' names: VUONG HUE MAN – S Learning Facilitator: Dr. Tony Nguyen Assignment...

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ASSIGNMENT 3: A3: Leadership Development ASSIGNMENT COVER PAGE Subject Code: BUSM4188 Subject Name: Leadership and Decision Making File(s) Submitted: BUSM4188 – VUONG HUE MAN – S3741158 – Assignment 3 – Leadership Devlopment Students' names: VUONG HUE MAN – S3741158 Learning Facilitator: Dr. Tony Nguyen Assignment due date: 15 January 2021 Date of Submission: 15 January 2021 Word Count: 1654

"I declare that in submitting all work for this assessment I have read, understood and agree to the content and expectations of the Assessment Declaration."

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Table of Contents I. INTRODUCTION............................................................................3 II. LEADERSHIP DEVELOPMENT PLAN................................................3 1. Strengths Recognition................................................................3 2. Weaknesses Recognition............................................................5 3. SMART Goals.............................................................................6 III.

CONCLUSION.............................................................................8

IV.

REFERENCES..............................................................................9

V. APPENDIX...................................................................................11

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I.

INTRODUCTION

Leadership is a critical position in a company that directly impacts the growth or survival of the company; while successfully navigating, conveying influence to motivate people, and connecting relationships within the organization (Popper & Lipshitz 1993). As a result, assessments of effective leadership have been valued and frequently performed by organisations using diagnostic tools (Mariasse 1985). Therefore, in this report, I will evaluate myself through the results obtained from three diagnostic tools: Self-confidence, Team Leadership Skill and Emotional Intelligence; and based on some relativistic leadership theories throughout the course. Then, I will identify my strengths and weaknesses to create a SMART plan for leadership development to achieve the goal within the set time limit.

II.

LEADERSHIP DEVELOPMENT PLAN

1. Strengths Recognition Self-confidence Self-confidence is a necessary foundation and condition for leadership development and survival (Yukl et al. 2019). According to Kolb (1999), the shape of high self-confidence is closely related to leadership effectiveness because it affects almost every aspect of a leader, such as emotions, behaviour, performance of relationships and tasks (Neck & Manz 1992). Therefore, based on the provided DuBrin (2015) confidence test, a sufficiently high score that I achieved was 60 out of a 75 bar, indicating that I am a person with a high level of confidence. As a leader, this confidence will be my strength to persistently pursue my effective leadership path while conveying positive energy and reassurance to my followers to motivate the organisation’s overall performance (Axelrod 2017). For myself, self-confidence was probably developed during high school and college. Specifically, thanks to confidently speaking in front of a crowd or accepting criticism right away in some speech contests held by high schools, I was assigned the responsibility of becoming class president. While at RMIT, I studied Tourism and Hospitality Management, one of the professions that requires a high level of confidence in effective team leadership to deliver the best customer experience (Vanderbroeck 2016). In some studies, it has been shown that women have more beliefs that influence others than men (Guillen, Mayo & Karelaia 2018). As 3

proof, I was chosen by my teammates to be the team leader or sometimes suggested myself. Besides, team members have reflected that when I make the right and creative decisions in many situations, they are influenced and inspired by my confidence, making them have faith in me and the team’s general belief in completing the task most effectively.

Emotional Intelligence Employers sometimes require leaders to have emotional intelligence (EQ) scores higher than IQ (Goleman 1996). Because an effective leader will show, they lead by example when having EQ through the way they understand and manage their own emotions and those of those around them to motivate employees and the organization ( Issah 2018). At the same time, their adequate words and behaviour will be through how they calmly resolve conflicts that cause discord in the organisation, integrity, confidence, inspiration, and motivation for employees (Kerr et al. 2006). In the EQ test, my two strengths were found to be Social-Awareness and Relationship Management, with two relatively high scores, both of 9. In which, social awareness will require me to understand and be aware of the concerns of employees and the organisation while empathising with the feelings and thoughts of those around them to guide decisions (Decker and Cangemi 2018). The Relationship Management aspect is the ability to guide and inspire to persuade employees and provide flexible solutions to resolve conflicting issues in the relationship (Poonamallee et al. 2018). Both aspects fall under the transformational, peoplecentred, and inspirational leadership style and emphasise mission-driven (Pawar & Eastman 1997). Therefore, two-way communication is an appropriate method to increase interaction to provide practical, emotional support and flexible solutions in many situations (Men 2014). For example, I often use empathy to see problems and advise persuading people to unite to resolve conflicts between team members when doing academic research at RMIT.

Team Leadership Skill My final strength comes from the Team Leadership Skill (TLS) test, which helps identify and find potential team leaders. From that evidence, I can identify myself as a participatory leader that respects and promotes everyone's opinions on each task. Participatory leadership is commonly known as a democratic leadership style (Lam, Huang & Chan 2015), whereby leaders 4

often share information with all members and encourage all people in the organisation to collaborate in making joint decisions (Huang et al. 2010). In addition, besides building trust in the organisation, participatory leadership empowerment is also a way to influence a specific group or individual; empowering and inspiring employees to grow is a leadership style closely related to transformational leadership styles (Bass 1999; Chan 2019). As a team leader during my university studies, I always encouraged my teammates to actively give opinions, then listened to and respected their input. Although some don't fit the criteria or make mistakes in their views, I always appreciate it because I can grasp the strengths and weaknesses of each individual. From there, I will suggest a better way to promote efficiency while empowering them to complete the right tasks to avoid affecting decision-making performance.

2. Weaknesses Recognition Team Leadership Skill In addition to my strengths, I was also identified as having some weaknesses that would prevent me from being an effective leader, passing the TLS test. Although I passed the questions about leading a team in emergencies online and participatory leadership, I only got 10 points out of 15, due to encountering inquiries related to cultural intelligence (CQ). CQ is a necessary condition in effectively leading a multinational team in a global business environment (Lvina 2015), and leaders possessing this ability will make better decisions or negotiate more effectively in intercultural situations (Gandolfi 2012). Specifically, in the semester B course of 2021 at RMIT University, we had to study a Marketing course online due to the COVID-19 outbreak; I worked with some international friends according to the random arrangement of the teacher via the online form. From here, I discovered that I was qualified to work online, but I was not ready to integrate into the culture. Due to different ideas in each country about marketing methods, there was conflict in the group when I couldn't find a familiar voice, so it was very difficult for me to listen to my teammates and determine the team's general direction. Emotional Intelligence Furthermore, I got a low score on the EQ test in two aspects of Self-Awareness and Self Management. Both of these indicators will prove that a person with leadership qualities is someone who can perceive the degree of impact on those around them and the task; From there, 5

leaders will control their behaviour and emotions to avoid affecting their values and promote effective task leadership (Hayes & Caldwell 2016). These two lows reflect my lack of selfawareness and self-management and the high probability that this will cause insecurity to my employees and affect the mission. Although I have a high confidence score, I find it takes a lot of work to keep myself calm and react to difficult situations in a controlled manner, because followers are the ones who can be influenced and will tend to act on disturbances coming from the leader (Mayer & Salovey 1990). 3. SMART Goals Specific, Measurable, Achievable, Relevant and Timely are tools that help students to plan specifically for their future leadership goals and work toward achieving them, SMART Goals for short (Meyer 2003). In this section, I will build my leadership development plan based on the strengths and weaknesses I discovered above with the SMART Goals. Specific

What do you want

-

correct decisions.

to achieve? Who needs to be involved accompilish

-

relationships.

this -

When do you want to have your goal

Get

support

from

teachers,

friends,

and

colleagues,... -

Regularly study for certificates related to your major every 6 months.

finished? Why should you

Improve scores in EQ metrics to improve selfperception and self-management; expand social

to

goal?

-

achieve this goal exactly?

Continue to build confidence to adapt and make

January 2023 Intern at Sheraton Saigon Hotel as an intern in human resource management.

-

January 2024 completed the second internship at Caravelle Saigon Hotel.

-

Become a full-time HR manager in 2025 at Caravelle Saigon Hotel.

-

Strive to fulfill the goal of becoming a senior HR leader in 8 years after graduating from university

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Measurable

How

can

measure

you

-

Confidently assume the position of team leader on

progress

each academic assignment in college and receive

and know if you've

assessment of task standards and results after each

successfully

project for improvement and growth.

met -

your goal?

Become the key position of clubs related to human resource management and major majors to gain more experience, build networks, increase selfcontrol and build self-esteem. leader of a group.

-

Reach the goal on time.

-

Get certifications from specialized professional training courses to strengthen your desired leadership position.

Achievable

Are you capable of

-

achieving the goal? Do you have the

I consider myself capable of achieving these goals within the time limit I have set.

-

I

have

high

levels

of

confidence,

good

needed skills?

communication skills, a transformative team

lf you haven’t, how

leadership style, and two social aspects of the EQ

can

test, all honed and honed along the way. study and

you

build

them?

practice. -

Besides, overcoming weaknesses is adding skills in self-management and self-management to be able to lead in a flexible environment, such as learning a new language, cultural exchange in the working

environment

(McAdam,

Miller

&

McSorley 2019), and with help from those around you learn to control your emotions, to calmly deal with problems that arise. Relevant

Why should you achieve this goal?

7

-

Because the main task of human resource management is to bridge the gap between

What is the impact?

employers and employees. Therefore, all the influences that come from a leadership position provide direction and goals, and an example for employees to follow (Loperena 2004). -

This is a golden time to study and practice as I am about to graduate and then enter my first internship.

Moreover,

I

already

have

the

background knowledge that was taught in university, and I will put it into practice later. Timely

What is the due

-

31 December 2030, 8 years to become an HR

dafe of your goal?

leader at Caravelle Saigon Hotel because this is

Can the goal be

my dream working environment.

achieved until this

-

The goals related to the university environment will be completed within 6 months from now, then

date?

it will be a stepping stone to make my goals completely achievable. SMART

-

Goal

Strong drive to be an effective leader at a luxury hotel and inspire the team to contribute to the organization's growth.

-

Get help from those around you to perfect your leadership qualities, promote your strengths and improve your weaknesses..

-

III.

Train myself through seizing opportunities.

CONCLUSION

In conclusion, after receiving results from three diagnostic tools: confidence, Team Leadership Skill and Emotional Intelligence, I have self-identified my strengths and weaknesses; as well as get a bigger picture of your current values and leadership abilities. From that, I conclude that all behaviors, emotions, personal qualities and leadership styles need to be learned, observed and practiced over a long period of time, and it will never be considered sufficient. Finally, a plan

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was developed to set out my goals, motivate and support me to grow on my way to becoming a true leader in the future.

IV.

REFERENCES

Axelrod, R-H 2017, ‘Leadership and self-confidence’, In Leadership Today, Springer, Cham, pp. 297-313. Bass, B-M 1999, ‘Two decades of research and development in transformational leadership’, European journal of work and organizational psychology, vol. 8, no. 1, pp. 9-32. Caldwell, C & Hayes, L-A 2016, ‘Self-efficacy and self-awareness: moral insights to increased leader effectiveness’, Journal of Management Development, vol. 35, no.9, pp. 1163-1169 Chan, S-C 2019, ‘Participative leadership and job satisfaction: The mediating role of work engagement and the moderating role of fun experienced at work’, Leadership & Organization Development Journal, vol. 40, no. 3, pp. 319-328. Decker, P-J & Cangemi, J-P 2018, ‘Emotionally intelligent leaders and self-actualizing behaviors: any relationship?’, IFE PsychologIA: an International Journal, Vol. 26, no. 2, pp. 2730. DuBrin, A-J 2015, Leadership: Research findings, practice and skills, Cengage Learning, US Gandolfi, F 2012, ‘A conceptual discussion of transformational leadership and intercultural competence’, Revista de Management Comparat Internațional, vol. 13no. 4, pp. 522-534. Goleman, D 1996, ‘Emotional intelligence. Why it can matter more than IQ’, Learning, vol. 24, no. 6, pp. 49-50. Grasz, J 2014, ‘Seventy-one percent of employers say they value emotional intelligence over IQ, according to Careerbuilder Survey’, Career Builder. Guillen, L, Mayo, M & Karelaia, N 2018, ‘Appearing self-confident and getting credit for it: Why it may be easier for men than women to gain influence at work’, Human Resource Management, vol. 57, no. 4, pp. 839-854 Huang, X, Iun, J, Liu, A & Gong, Y 2010, ‘Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐ managerial subordinates’, Journal of Organizational Behavior, vol. 31, no. 1, pp. 122-143. Issah, M 2018, ‘Change Leadership: The role of emotional intelligence’, Sage Open, vol . 8, no. 3, p. 2158244018800910. 9

Kerr, R, Garvin, J, Heaton, N & Boyle, E 2006, ‘Emotional intelligence and leadership effectiveness’, Leadership & Organization Development Journal. Kolb, J-A 1999, ‘The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development’, Human Resource Development Quarterly, vol. 10, no. 4, pp. 305-320. Lam, C.K, Huang, X. & Chan, S.C 2015, ‘The threshold effect of participative leadership and the role of leader information sharing’, Academy of Management Journal, vol. 58, no. 3, pp. 836855. Loperena, M 2004, Team leadership behaviors, roles, and characteristics in effective teams, The George Washington University. Lvina, E 2015, ‘The Role of Cross-Cultural Communication Competence: Effective Transformational Leadership Across Cultures’, Jurnal Ilmiah Peuradeun, vol. 3, no. 1, pp. 1-18. Mariasse, A-L 1985, ‘Vision and leadership: Paying attention to intention’, Peabody Journal of Education, vol. 63. 1, pp. 150-173. Mayer, J-D & Salovey, P 1990. Emotional intelligence, Baywood Publishing Co. McAdam, R, Miller, K & McSorley, C 2019, ‘Towards a contingency theory perspective of quality management in enabling strategic alignment’, International Journal of Production Economics, vol. 207, pp. 195-209. Men, L-R 2014, ‘Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction’, Management communication quarterly, vol.28, no.2, pp. 264-284. Meyer, P-J 2003, ‘What would you do if you knew you couldn’t fail? Creating SMART Goals’, Attitude is everything: If you want to succeed above and beyond, pp. 559-565. Neck, C-P & Manz, C-C 1992, ‘Thought self‐ leadership: The influence of self‐talk and mental imagery on performance’, Journal of organizational behavior, vol. 13, no. 7, pp. 681-699. Pawar, B-S & Eastman, K-K 1997, ‘The nature and implications of contextual influences on transformational leadership: A conceptual examination’, Academy of management review, vol. 22, no. 1, pp. 80-109. Poonamallee, L, Harrington, A-M, Nagpal, M & Musial, A 2018, ‘Improving emotional intelligence through personality development: The effect of the smart phone application based Dharma Life Program on emotional intelligence’, Frontiers in psychology, vol. 9, p. 169.

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Popper, M & Lipshitz, R 1993, ‘Putting leadership theory to work: a conceptual framework for theory‐ based leadership development’, Leadership & Organization Development Journal, Vol. 14 No. 7, pp. 23‐7. Vanderbroeck, P 2016. Leadership Strategies For Women, Springer-Verlag Berlin An. Yukl, G, Mahsud, R, Prussia, G & Hassan, S 2019, ‘Effectiveness of broad and specific leadership behaviors’, Personnel Review. V.

APPENDIX

How Self-Confident Are You? Indicate the extent to which you agree with each of the following statements. Use a 1-to-5 scale: (1) disagree strongly; (2) disagree; (3) neutral; (4) agree; (5) agree strongly.

DS

D

N

A

AS

1. I frequently say to people, “I’m not sure.”...