Your task for Assessment 3 is to construct a Leadership Development Plan by analyzing 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.

There are two parts to this assessment: Part A: Self-reflection.

Part A: Self-reflection (inclusive of an introduction and conclusion)

Part A requires you to critically analyse the insights based on your self-awareness as a leader - at the individual and organisational level as a Reliability Maintenance Engineering Team Leader at Bega Group - that you have gained throughout the subject and write a leadership self-analysis. 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 versus aspirational leadership legacy. Your self-reflection should respond to the following:

• Using 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 and with consideration of ethical and socially responsible practice.

Self-assessment activities

• Conceptualizing Leadership Questionnaire (CLQ)- Moderate range
• Leadership Traits Questionnaire- Moderate range
• Leadership Skills Inventory (LSI)- Moderate range
• Leadership Behaviour Questionnaire (LBQ)- Moderate range
• Global Leadership Foundation EI test- Moderate range
• Authentic Leadership Self-Assessment Questionnaire- Moderate range
• Path-Goal Leadership Questionnaire- Moderate range
• Adaptive Leadership Self-Assessment Questionnaire- Moderate range
• LMX 7 Leadership Questionnaire- Moderate range
• Multifactor Leadership Questionnaire- Moderate range
• Servant Leadership Questionnaire- Moderate range

• 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?
• With consideration of ethical and socially responsible practice, which are three developmental areas that you believe should be an immediate priority for you as a leader to achieve - or work towards - your desired leadership approach?

Provide examples from engineering management to support your answer(s), as well as contemporary leadership literature to justify how your desired leadership approach fits within your organisational and/or industry context.

You are expected to go beyond what was discussed in 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.

Keeping in mind of following:

Depth of reflection and application of leadership theory to a broader context of professional life.

• Clearly discusses their own strengths and developmental opportunities as a leader. Clearly explains the significance and implications of identified strengths and developmental opportunities in relation to leadership development. Identifies appropriate and relevant leadership development goals as a result of self-analysis. Skillfully integrates relevant self-assessment results/data to support analysis.

Demonstrated ability to analyse relevant theories and concepts.

• Skillfully integrates a wide range of relevant and appropriate contemporary leadership theories/concepts into their own leadership self-analysis. Clearly and accurately explains the relevance and significance of the selected leadership theories/concepts to own leadership self-analysis and leadership goals.

Communication, structure, and language.

• Excellent communication style. The structure is completely logical and concise. All conventions of written English grammar, punctuation and spelling are followed.

Referencing Style.

• Demonstrates a highly developed understanding of the AIB referencing style. Referencing conventions as per the AIB Style Guide have been consistently followed. The number of relevant and credible academic sources used goes well beyond the required minimum.

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.

Your task for Assessment 3 is to construct a Leadership Development Plan by analyzing 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.

There are two parts to this assessment: Part B: Leadership Action Plan.

Part B: Leadership Action Plan

Part B builds on your self-analysis by developing a personalised leadership action plan. Building upon the insights about your leadership strengths and areas for targeted development identified in Part A, your Leadership Action Plan transforms these insights into concrete capabilities. 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.

Read

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 adopt McKinsey Academy's 3x3x3 intentional learning approach to articulate three developmental goals over three months, engaging three other people for accountability. 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 5 July 2024, 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:

1. My leadership vision [why]
   • Develop your leadership vision (1-3 sentences)
2. Personal leadership goals [what]
   • Articulatethreespecific goals to support your leadership development
3. Detailed action plan [how]
   • Outline the actions you will take to achieve your goals
4. Accountability and Acknowledgement
   • Think ofthreepeople who will support and monitor your goals

My leadership vision [why]

Leadership coach and author Paul Ward articulates that conscious leaders focus on threetenets: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:

• Why do I want to be a leader (for this industry/company/team)?
• What are my strengths that I can leverage to optimise my value (to this industry/company/team)?
• What difference do I want to make (in this industry/company/team)?
• What are the core leadership theories/concepts underpinning my leadership vision?

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 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.
• Briefly identify your own strengths and indicate how you can leverage them to achieve your goals.
• Briefly 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:

• Why you've chosen them to support your leadership development.
• Articulate how they may support/monitor your leadership development.
• Mention what might be the personal impact of meeting your goals.

Keeping in mind of following:

Development of Leadership Action Plan (Part B).

• Extensively addresses all required elements clearly and comprehensively. Fully articulates and comprehensively addresses clear developmental goals based on the leadership vision, leadership theories and concepts and their personal reflections (in Part A). The Action Plan illustrates a strongly ethical and socially responsible approach to leadership practice. Proposed actions have been carefully considered and well justified in the context of the analysis in Part A, alongside the reality of personal and professional context as well as the organisation's strategic direction.

Communication, structure, and language.

• Excellent communication style. The structure is completely logical and concise. All conventions of written English grammar, punctuation and spelling are followed.

Referencing Style.

• Demonstrates a highly developed understanding of the AIB referencing style. Referencing conventions as per the AIB Style Guide have been consistently followed. The number of relevant and credible academic sources used goes well beyond the required minimum.

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.