A Leadership Development Plan in which you describe your global leadership concerns for the future, emerging leadership theory to guide your leadership development, and a personal plan to develop your global leadership competencies.
Leadership Development Plan
Having a leadership development plan is important in the course of a leader`s tenure. With the current changing environment, leadership is faced with several concerns. The current environment is complex, volatile and unpredictable. The skills needed for leadership have changed; they have become more complex, and adaptive thinking abilities have increasingly become necessary. Conventionally, leadership development has been taking place through on-the-job experiences, training, and mentoring/coaching. These methods are still applicable and useful; however, the methods are no longer developing leaders at the pace required and in ways to match the new environment.
Factors to Consider in a Leadership Development Plan
According to Karinch (2014) there are various elements to consider while developing a leadership plan. The first thing to consider is the assessment. This involves evaluating and coming up with the desired skills and competencies. It involves making a list of 10-15 qualities that a good leader should have. The assessment looks at all the abilities classifying them depending on whether they are present or whether they need development.
Another aspect to consider is the behavior. This aspect entails analyzing the behavior of the leader. Here specific behaviors are ranked around the acronym SPARK. The acronym stands for; Share information, play to strengths, ask for input and appreciation of different ideas, recognize and respond to needs of individuals, and keep your commitments. In a work environment context, there may be a case of physically present and virtually present workers. In such a situation, sharing information may need to explore how technology may help in bringing all of them together to avoid leaving some of them outside the loop. The development plan should put into consideration whether the nature of the team and work requires regularly scheduled meetings or nbon an as-needed basis.
The leadership development plan also needs to consider developing a measure of success. Leadership entails SPARK behaviors in daily activities. The plan should include a list of ten of the most important indicators of success. The fundamental question associated with each indicator should be answered adequately during a periodic review of the plan. The review should seek to look at the accomplishment of work whether it’s taking place to standard. The review should also look at whether the quality of work is increasing and whether teamwork is improving and becoming stronger (Karinch, 2014).
The review should also look at the morale levels to establish whether a sense of pride is setting in. Further to check is whether work delegation is taking place efficiently. It should also check whether there is empowerment and whether power is being shared with those who are prepared to assume it. The plan should also be reviewed to determine whether there is a creation of routines and systems for the primary processes and functions and whether they are stabilizing. The review should also check whether strategic planning and preparations are taking place for the long term. Continuous learning should be monitored for an occurrence, and recognition and rewards for contributions (Karinch, 2014).
Another element that should be considered in a leadership development plan is leveraging of personal style. This is entails evaluating the leaders`predispositions and personality by taking tests. Such tests include Myers-Briggs Type Indicator (MBTI); the tests are aimed at enhancing self-awareness. It’s important to note that they should not limit one’s thinking about whom they are or who they will become.
Another aspect to consider in the leadership development plan is building power and influence. Power and influence are energizing forces that get work done and move projects forward. They form a crucial tool of leaders. In the plan, it’s advisable to put benchmarks to ascertain the progress in building power and influence. In the plan, one should seek to challenge and improve in having clear goals and strategy prior to presenting ideas and grasping the priorities of people being led. One should also attempt to secure commitments from people to achieve what is wanted and help the team to visualize success (Karinch, 2014).
Global Leadership Concerns for the Future
There are various concerns in the leadership development in the future. One of the concerns is the development of leaders. A number of methods used to develop leaders in the 21st century have become redundant and outdated. These methods were effective in facing the challenges of the previous century. However, they are increasingly becoming mismatched to the current challenges. This is a concern as they will be more irrelevant to the challenges that future leaders will face and hence there is need for new strategies (Petrie, 2014).
Another concern for the future is the training model. This model has created a dependency and convinced people to take a back seat in their personal development. The model promotes the notion the individual`s development is owned by someone else. The concern is that people should be encouraged to take a leading role in their development and own it in order to produce better leaders in the future.
Another concern for the future in the leadership development plan lies in the decline of heroic leaders as well as the rise of collective leadership. In the past, a good leader was identified by certain traits or the ability to analyze a situation and then guide others towards a well-thought procedure. This model has increasingly been becoming ineffective. It’s no longer as easy for individuals to solve the challenges a situation that has also been contributed by the environment. The adaptive challenges are calling more on collaborative approach incorporating the views of different stakeholders on the issue at hand. The stakeholders are required to adapt and grow in order to solve the problem (Petrie, 2014).
This future of the leadership development requires the teaching of a new range of skills and competencies that incorporate influence and collaboration skills. The end of an era of individual leaders will be followed by an era of networking of leadership. The future with chaotic and complex environments is less suited to heroic leaders for problem-solving and more suited to distributed efforts of competent and flexible leadership networks.
The necessity of a new era of innovation also forms another concern for the future in leadership development plans. This is because it will not be sensible to continue using leadership practices that were designed to solve problems of 10 years ago. It will inevitably be necessary to create new development methods in the form of punctuated progress. The transformation may start with small pockets of innovators within different organizations. These innovators will realize that change is necessary or inevitable and will be ready to experiment and fail to gain feedback required to build their next iterations (Petrie, 2014).

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