Leadership report

This is a leadership report – this needs to critique your leadership style and create a development plan

Instructions –
Using topics 7, 8 and 9 and contemporary leadership research, critique your leadership style and create a development plan.
The report should:
Demonstrate an understanding of contemporary leadership debate.
Demonstrate critical evaluative reflection upon your current leadership strengths and development areas.
Provide a solid actionable and specific plan to better utilise your strengths and further develop or ameliorate your development areas.
Utilise theory and frameworks to support all your assertions and analysis.
Provide details of current leadership style and strengths weaknesses as well as current working environment in which to contextualise the leadership development plan
Advise of personality type (Myers Briggs) and other reference points for use within leadership reflections and critique.
Additional instructions –
The leadership is relevant to the public sector of Australia, specifically Western Australia. The context is law enforcement/ police and management of people in a period of uncertainty, budget cuts, demand for more service focussing on being leaner, focussing on proving service to the public.
As an agency we have strategic priorities –
Leaner – delivering value for money by optimising resources, balancing cost versus benefit, and bring more effective, efficient and productive.
Reducing demand – this is about problem solving, collaboration, proactive policing, diversion and prevention and about developing innovative ways to manage interactions and provide services.
Locally focussed – an emphasis on being better connected to local communities, more engaged with them and more accessible to them, with a priority on doing things that make a positive difference in their everyday lives.
Greater control – improving out ability to direct our effort where it is more needed – having the right people, in the right place, at the right time, doing the right thing.
As a leader you have to encourage other to support the corporate
Goals and work towards achieving these. For you it’s all about the customer, the public who we service as public sector employees. you would probably best fit into the category of contingency leadership where you have to respond to dynamic situations and make snap decisions this was very relevant in operational policing environment dealing with high risk fast paced situations sometimes with life or death consequences resting on your decision and leadership. Over time however you have probably favoured a more transformation stewardship leadership which is more aligned to a business support area/corporate services environment (not front line operational policing) such as strategy and performance ( looking at ways to improve performance and developing strategies to assist) or strategic HR, developing programs to support the workforce such as performance management tools. you don’t believe an iron fisted approach gets the best results from people.
The myer Briggs personality type indicator (MBTI) is ENTJ although this differs to one you did severalYears ago and you believe you are more ISFP in person but situationally you adapt to the context/environment.
The big 5 personality traits – the five factor model. The big 5 model of personality commenced with research of FISKE (1949) which allows us to reliably categorise most of the known traits into one of five dimensions. (judge, heller & mount)
Sugency: also known as self confidence, the need for power and extraversion
Agreeability: empathy and need for affiliation)
Adjustment: emotional stability and self control
Conscientiousness: also known as dependability or prudence
Openness to experience: also known as curiosity, intellect and learning approach.
you completed a personality profile exercise for the above traits – source Lusser, R and Achua, C, leadership: application, skill Development, 2nd edition, pp. 28-29, South Wester, a part of Cengage learning/Nelson, Inc. reproduced by permission <www.cengage.com/permission>
Surgency 30
Agreeableness 25
Adjustment 25
Conscientiousness 30
Openness to experience 30
They are all pretty close, however you have a high degree of empathy and emotional intelligence so you are Not sure the lower score for agreeableness is accurate. It would certainly be the last area you would feel a need to develop.
you  know that you are a very passionate person and that passion can be perceived as emotion. you feel morally obligated to the role you perform and the work you do which should contribute towards providing a safer community for the public – therefor you are passionate about what you do and expect others to display the same core values in regards to personal drive and commitment, customer focus, integrity and taking responsibility.
you embrace change and like to empower other to achieve the best they can. you recognise all abilities and create An environment where everyone has a say and can contribute. you encourage open and honest feedback and you like people to have the courage to stand up and question decisions, and come up with solutions.
you like things done the right way first as this avoids inefficiency and customer dissatisfaction.
you strive to be an authentic leader and want the respect as a leader who is reliable, honest, knowlegable, committed, innovative, and gracious.you don’t want to forget where you have come from or the people who work hard as a team to make things work.
you want shape strategic thinking, achieve results, build productive relationships, communicate with influence, exemplify personal drive and integrity, as per the austrlian public sector commission leadership capability profiles level 7. – class 4.
Minimum 20 sources – credible journal articles from reliable and credible leadership sources.
HARVARD referencing style
English UK NOT American
Arial 12 font double spacing
Use leadership theory and frameworks