This document outlines Wyatt Chartrand's integrative leadership development plan. It analyzes 5 sources: a chapter on gender and leadership from Northouse's textbook, a case study on managing bosses, points from a Fast Company article on leadership, feedback from Wyatt's champion, and an outside leadership model. Wyatt maps out specific actions and mechanisms for improving communication, managing ambiguity, and developing strengths. An integrative mind map ties these sources together. Wyatt's reflected best self portrait describes a logical, rational approach to transformational leadership through knowledge, challenge, and collaboration.

1. Wyatt A. Chartrand
SUNY Binghamton University, Leadership Skills and Development
ProfessorSmith
Integrative Leader
Development Plan

2. Introduction:
This leadership plan will attempt to plot out a course for my own leadership development
and formulate specific strategies to implement to become a better and more effective leader
through the use of analyses, graphics, models, in-class materials and experiences, and the like.
The five class areas I will draw from, in order, will be Gender and Leadership (Chapter 15) from
Northouse’s Leadership: Theory and Practice textbook, the Managing Your Boss Harvard
Business Review case study, the Leadership is Confusing as Hell Fast Company article
(specifically, points three and five), my Champion/Championee’s letter of interest to me
(especially as it regards my core competencies), and finally, one outside source that was not
discussed in class (a specific model), as my Champion/Championee’s Alternative Consulting
Assignment does not fit as well as a source for this assignment. Additionally, I will include an
Integrative Mindmap toward the end of this report, tying in all of the points centrally. Attached
at the end will be my Reflected Best Self Portrait, acting as a summary explication.
Northouse’s Leadership: Theory and Practice, Chapter 15:
Chapter 15 of Northouse’s Leadership: Theory and Practice on Gender and Leadership
has affected my leadership development the most out of the textbook’s material, as my
Champion/Championee and I developed our presentation on it. Below is a graphical
representation of the steps I feel are needed to take in order to utilize this material for leadership
development in addition to the corresponding leadership styles and opportunities.

3. • Moral
Leadership
• Situational
Leadership
• Tranformational
Leadership
• Leadership
Development 1. Utilize
Northouses's ideas
on gender equity in
leadership as a
competitive
advantage as a
leaderboth
personally and in
the workplace.
2. Collaborate
with individuals of
all gender identities
and expressions
equally in all
projects and
leadership
endeavors.
4. Use these
precepts as a means
to develop as an
ethical leaderand
to utilize moral
leadership,
strengthening
Action #1.
3. Recognize any
gender-based
differences in core
competencies in
terms of leadership
to harness different
skillsets in different
situations.

4. Managing Your Boss, Harvard Business Review Case Study:
Below is my graphical representation for utilizing the Managing Your Boss case study to
improve and further my leadership development, including specific actions to take and
mechanisms to utilize better relations with any manager, thereby furthering leadership
development, especially as it relates to career and professional development.
Communicate
Expectations to
Managers
• Find out what any
manager expects.
Mechanism:
detailed reporting
and/or meetings
Communicate
Information to
Managers
(Information Flow)
• Keep manager in a
consistent (but not
excessive)
information loop to
fill in their gaps of
knowledge.
Mechanism: digital
communications.
Efficiency of Time
and Resources
• Create an
economy of time
and resources to
avoid wasting
manager's time.
Mechanism:
planning and
software like
Microsoft Project.

5. Leadership is Confusing as Hell Fast Company Article:
For the Fast Company article portion of this leadership plan, I will be using the article’s
third and fifth rule, the titular “Leadership is Confusing as Hell” and “Leaders Love the Mess,”
respectively. The main idea is ambiguity and uncertainty, and the ability to thrive in these types
of situations, as depicted below.
Thrivingin
ambiguity
and
uncertainty.
Ambiguous situations
call for situational
leadership--a core
competency of mine.
Shifting and moving
along with the
situation by
observing relevant
trends and data, in
line with the
ambiguity. Leading in innovation
and creativity through
thought leadership
and creativity
strategies.

6. Champion/Championee’s Letter of Interest to Me:
Below is represented the core competencies of mine as reported to me by my
Champion/Championee, and how I plan to utilize and further develop them.
• Will use to communicate feedback to
collaborators for growth and
improvement, maintain information
loops, and implement feedback
mechanisms.
Strong
Communication
• Maintain accountability along the
lines of information and knowledge,
further develop ethical leadership
qualities and policy adherence, and
uphold reporting procedures.
Accountabilty
• Continue to put forth optimal effort
as well as development efforts in
order to continuously grow as a
leader, including both hard and soft
skills.
Work and
Performance

7. Outside Model:
The model depicted below is taken from another leadership class (I did not develop it myself). I
also utilized the same one in mine and my Champion/Championee’s Alternative Consulting
Assignment. It is a general Leadership/Followership Model used to plot leadership style and
effectiveness along two axes: activeness and dependence. I have charted myself on this model
in accordance to not only where I personally see myself, but also in accordance to the feedback I
have received over the course of this semester. The black star marks my position on this matrix.
This matrix has proved very useful for charting my leadership development over time and is a
model I will continue to use. As can be seen from the matrix below, I am highly independent as
a leader but not quite as active as I want to be. In order to be more active as a leader than I am
now, I feel I need to do the following things, in order:
1. Reflect on past accomplishments.
2. Analyze my strengths and core competencies.
3. Determine how these add value for other people.
4. Utilize them to proactively lead other people as opportunity allows.

8. Leadership/Followership Matrix
Me

9. Integrative Mindmap:
Below is my Integrative Mindmap connecting all of the pieces of this Integrative Leadership
Development Plan to a central hub, flipped to a landscape view for better formatting and
viewing.

10. Reflected Best Self Portrait:
My very best self is someone who is logical, rational, and methodical. I approach
problems as puzzles that need to be solved and enjoy being challenged within my abilities. I
build on past experiences by avoiding making the same mistakes more than once and by thriving
on constructive criticism in order to become a better leader and a better person. I prefer to
operate in the realm of what is grounded and tangible.
Adhering to my own internal logic, another part of my best self is asking questions
whenever I can. I enjoy being able to quickly discern what is being said, seeing ambiguities, and
asking the necessary questions in order for clarification to occur. I also have consistently found
it necessary to challenge myself and put myself in situations that I can learn from and grow as a
person. Alongside this, establishing meaningful and valuable connections and relationships with
others has been an ongoing priority for me.
I have found that I am my best self in an environment that is challenging but that I can
succeed in, whether academic or professional. I have begun to realize that my best leadership
self is a very rational approach to transformational leadership, and as part of that best self, I also
understand the inherent importance of followership. A deeply important part of my best self is
the recognition of the importance of knowledge in whatever I do, and the necessity of
challenging myself to gain more knowledge and competence in areas of interest to me.
Lastly, I think that to achieve an optimal best self, I need to create an environment of
collaborativeness and team leadership in order to harness the intellection and core competencies
in others. Knowing that I cannot excel in every possible area of expertise and that group

11. dynamics play a powerful role in accomplishing anything has and always will be foundational
the my best self.

12. Sources
Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review (2005):
1-10. Web. 2 Sept. 2015.
Northouse, Peter G. Leadership: The Theory and the Practice. 7th ed. Thousand Oaks: Sage
Publications Ltd., 2015. 397-426. Print.
Peters, Tom. "Rule #3: Leadership is Confusing as Hell." Fast Company. Mansueto Ventures,
Mar. 2001. Web. 1 Dec. 2015. <http://www.fastcompany.com/42575/rule-3-leadership-
confusing-hell>.