Leadership Development Plan MBA 610This Leadership Developm.docx

Leadership Development Plan MBA 610
This Leadership Development Plan serves as your road map for
short-term training and
development activities that will enhance your leadership
competencies. You will review, revise,
and update your plan several times during the course of your
MBA degree program at UMUC.
Your name:
Your current job title:
Long-Term Career Goal
Make sure your goal is SMART: Specific, Measurable,
Achievable, Realistic, and Time-bound.
In 3 to 5 years, my goal is to…
Short-Term Skills Development Needs
What skills will you need to acquire to achieve your long-term
career goal?
1.
My leadership skills training and development goals for the next
1 to 2 years are to…

Print this page, then sign and date the hard copy.
Signature ________________________ Date
________________
Short-Term Leadership Skills Development Goal 1
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Complete the following table with the details of your plan for
Goal 1 above.
Training &
developmental activities
toward Goal 1
Examples:
• Attend a conference
on ethical leadership
• Read a book on the
importance of
cultural competence
in my industry
• Learn several key

phrases in a new
language
Target completion date /
actual completion date
Set your target dates at
the outset.
Update with actual dates
when you have
completed each task.
Resources & costs
What costs are
associated with
completing this activity?
What resources will you
use to cover those costs?
Expected
outcomes/measures
How will you know you
have succeeded? How
will you demonstrate
your acquired
competency? How might
someone else be able to
validate your
new competency?
Target: Click

here to enter a date.
Actual: Click
Target: Click
Actual: Click
Target: Click
Actual: Click
Goal 2 above.
Training & developmental
activities toward Goal 2
Resources &
costs
Expected
outcomes/measures

Target: Click here to
enter a date.
Actual: Click here to
enter a date.
enter a date.
enter a date.
enter a date.
enter a date.
Goal 3 above.
Training & developmental Target completion date / Resources
& Expected
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actual completion date costs outcomes/measures
enter a date.
enter a date.
enter a date.
enter a date.
enter a date.
enter a date.
Goal 4 above.
Training & developmental
Resources &

costs
Expected
outcomes/measures
enter a date.
enter a date.
enter a date.
enter a date.
enter a date.
enter a date.
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Step 1: Organizing Your Work
Read the final deliverable instructions below and consider how
you will approach an investigation on your own organization.
Final Deliverable Instructions: A Situation Audit and
Preliminary Analysis of Some Key Factors

You have been tasked by your boss to prepare a situation audit
that presents a five-year history of your organization (or an
approved alternative). In this report, you’ll focus on analyzing
some key internal factors that, taken together, provide a portrait
of your organization. The information upon which you rely for
this report must be publicly available or available for review by
faculty as necessary
Format requirements
Prepare a document that presents a five-year history of the
organization you’re examining. Using the provided template,
your maximum 5,500 word (approximately 25 pages double-
spaced) report must include a cover page, a brief executive
summary, and a list of references used. See this resource for
guidance on writing an executive summary. You may also use
appendices for helpful supplementary information, but these
will not be included in the word limit for this report. Use APA
formatting for in-text citations and the references.
Addendum
Include an addendum to your history, which will identify
factors requiring attention and include your preliminary
recommendations for action.
The focus is on developing and demonstrating a comprehensive
and strategic understanding of your organization and the major
internal factors of likely importance for its future. You may find
that this information is contained in formal documents (such as
annual reports, strategic plans) or on the organization’s external
website. In many cases, however, you will want to verify your
findings with others in the organization.
Now that you have a better understanding of the project
requirements, complete the following:
· Read over these brief guidelines about conducting research on
your organization. Please discuss with your instructor any
limiting factors you may encounter as you write this report.
After you’ve discussed these issues with your instructor, if you
believe it’s best for you to research an organization other than

your own, please read the guidelines about using an outside
organization.
· If necessary, schedule any meetings in advance with your
organization’s personnel to obtain the necessary information.
· Use the situation audit template to create your final report.
Finally, complete the following tasks:
· Create and submit a MBA project plan (creating a project
plan) using the provided template for review and feedback.
Submit this in your personal assignment folder in your LEO
classroom.
Plan for Project 1NOTE: Treat this as a "living document,"
making adjustments when and as needed throughout the
semester. Be sure to confirm your professor
approves any extensions in deliverable deadlines posted in the
projects. As you plan your project timeline consider that there
may be tasks and even steps that
you will be able to complete more quickly than the deadline. As
you work on a project you are advised to use this plan as a
reminder of all components to ensure
you are able to take advantage of unexpected discoveries of
information that may be useful for a future task, section, or
even project.
Add rows for tasks
as needed
Use this column to identify key tasks Date due (see
Syllabus)
Enter task target
start dates in
rows below

Enter actual start
date for tasks in
rows below
Date
completed
Use this column for NOTES for needed
adjustments in schedule. Professor's
approval needed for changes in
deliverable dates.
Step 1
Step 2
Step 3
Step 4
Step 5
Plan for Project 2
Add rows for tasks
as needed
Use this column to identify key tasks Deliverable due
date
Enter task target
start dates in
rows below
Enter actual start
date for tasks in
rows below
Date
completed

adjustments in schedule. Approval
needed for changes in deliverable dates.
Step 1
Task
Task
Task
Task
Step 2
Task
Task
Task
Task
Step 3
Task
Task
Task
Task
Step 4
Task
Task
Task
Task
Step 5
Task
Task
Task
Task
Step #6
Task
Task
Task
Task

Step #7
Task
Task
Task
Task
Step #8
Task
Task
Task
Task
Step #9
Task
Task
Task
Task
Step #10
Task
Task
Task
Task
Step #11
Task
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Task
Task
Task
Step #12
Task

Plan for Project 3
Add rows for tasks
as needed
date
Enter task target
start dates in
rows below
Enter actual start
date for tasks in
rows below
Date
completed
Step #1
Task
Task
Task
Task
Step #2
Task
Task
Task
Task
Step #3
Task
Task
Task

Task
Step #4
Task
Task
Task
Task
Step #5
Task
Task
Task
Task
Plan for Project 4
Add rows for tasks
as needed
date
Enter task target
start dates in
rows below
Enter actual start
date for tasks in
rows below
Date
completed
Step #1
Task
Task

Task
Task
Step #2
Task
Task
Task
Task
Step #3
Task
Task
Task
Task
Step #4
Task
Task
Task
Task
Step #5
Task
Task
Task
Task
Step #6
Task
Task
Task
Task
Step #7
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Task
Task
Task
Task
Step #8
Task
Task
Task
Task
Step #9
Task
Task
Task
Task
Step #10
Task
Task
Task
Task
Step #11
Task
Task
Task
Task
Step #12
Task
Task
Task
Task
Step #13
Task
Task
Task
Task

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Step 1: Career Goals
By the end of Week 1:
· Think about your long-term career goals. Where would you
like to be in three to five years? Be sure to formulate at least
one SMART goal (specific, measurable, achievable, realistic,
and timely) that will help you make progress with your career
goal.
· Write your career and SMART goal in the appropriate section
of the LDP template and post a copy in the dropbox below.
· If you would like feedback on your SMART goals before
moving forward, reach out to your instructor.
Step 2: Gap Analysis
By the end of Week 1:
· Complete this leadership skills gap analysis. Note the areas
where you identified the largest gaps and reflect on their
implications for achieving your professional and career goals
and for becoming an effective leader.
· From each major category, select a gap you would like to work
on reducing during the next 10 weeks to help you achieve your
long-term career goal. List each of your four gaps in the
appropriate section of the LDP template.
· Decide what activities you will engage in to acquire/hone the
knowledge and skills you have identified. Think creatively (use
“outside the box” thinking) and consider all appropriate
activities/tasks such as conferences, books, free online classes,
mentorship, coaching, observation, professional associations
and groups, networking, volunteering, journaling, etc.
· In the LDP Template, briefly explain the action you intend to
take this semester for each of your four gaps.
This resourceprovides an example of a gap and possible action.

Instructions: Review each item below and determine your
current level of proficiency and the importance the item has for
your career success. Use a scale of 1 to 7 (where 1 is low and 7
is high). See Part 1, Item 1 below
for an example and then overwrite with your own rating for this
item. The gap for each item will be automatically calculated.
Interpreting your results: In the example, the gap is -5. The
large negative number is indicative of an item where current
proficiency is low and career importance is high, so this might
be an item to address. If the gap was
a large positive number (e.g., 5), it would indicate that current
proficiency was relatively high and career importance was
relatively low. In this event, you would NOT want to pick the
item as one to address.
Using a scale of 1 to 7, where 1
is low and 7 is high, please
indicate your current level of
proficiency with each of the
following.
Using the same scale, select the
number that best represents how
important each item is for your
career success.
Gap

Part 1: Personal Leadership Assessment, Goal-Setting, and
Implementation
1 I am able to formulate a good long-term career goal. 2 7 -5
2 I am able to analyze my personal knowledge proficiency. 0
3 I am able to analyze my personal skill proficiency. 0
4 I take actions to address self-identified areas of strength or
weakness. 0
5 I am able to formulate goals that meet the SMART criteria to
help me address areas of
weakness or strength.
0
6 I monitor, critically analyze, and record my progress in
taking actions and achieving goals. 0
7 I seek timely support and feedback from others to help track
my progress and achieve my
goals.
0
Self-Awareness 0
8 I know my areas of personal strength in the workplace. 0
9 I understand how to leverage my strengths to achieve
success. 0
10 I know the things I need to improve to be an effective
leader. 0
11 I understand what I need to do to make the improvements I
believe are important for my
career success.
0

12 I recognize actions I can take to help improve my leadership
competencies. 0
13 I recognize how my behaviors may impact others. 0
Others Awareness 0
14 I have a good understanding of the needs of the people with
whom I work. 0
15 I have a good understanding of how others perceive me at
work. 0
16 I am interested in learning about the people with whom I
work. 0
Self-Management 0
17 I handle criticism without becoming defensive. 0
18 I am calm under pressure. 0
19 I use personal failures as an opportunity for further growth
and development. 0
20 I manage stress well. 0
21 I typically see things in a positive way. 0
22 I try to see and understand things from others' perspectives.
0
23 I am a good listener. 0
24 I wait to form judgments until I have all the needed
information. 0
25 When I make a mistake I am not afraid to say so. 0
Management of Others 0
26 I am able to relate well with peers in the workplace. 0
27 I have good working relationships with those I supervise. 0
28 I have good working relationships with those to whom I

report. 0
0
GAP for Leadership: Use your gap analysis to identify and
select one of the above upon which you will work this semester.
GAP 1 (Provide the number from column B and the description
from column C):
Part 2: Situation Audit(Project 1A)
following.
career success.
Gap
1
I am able to explain my organization's mission, vision, values,
and core goals to people
who are new to the organization. 0
2
I am able to evaluate my organization's mission, vision, values,
and core goals and make
recommendations for improvements if needed. 0
3
I understand the concept of Valuable, Rare, Inimitable, and
Non-Substitutable Resources
(VRIN) and can identify them within my organization.

0
4 I am able to explain my organization's current strategy to
others. 0
5 I am able to critically evaluate my organization's strategy. 0
6 I am able to explain the pros and cons of alternative
strategies my organization might
want to consider in light of its current situation.
0
7 I am able to accurately explain my organization's current
structure. 0
8 I can discuss my organization's size and understand the
possible implications for
organizational performance.
0
9 I am able to explain the pros and cons of the current
organizational structure for achieving
the mission, vision, values, and core goals.
0
10 I am able to explain the strategic and financial objectives my
organization is using to help
achieve its strategy.
0
11 I am able to critically evaluate the strategic and financial
objectives and offer

recommendations for possible improvements.
0
12 I can identify and explain my organization's core
competencies. 0
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13 I can explain how and why each of my organization's core
competencies might serve as a
source of competitive advantage.
0
14 I am able to explain how and why resource-based theory is
useful in understanding my
organization's critical resources.
0
Human Resources
15 I am able to describe my organization's human resource
management system to those
who are new to the organization.
0
16 I am able to evaluate the human resource management
system and identify some aspects

that may need improvements.
0
17
I am able to explain my organization's performance management
(PM) system (including
talent recruitment, onboarding, development, and evaluation) to
those who are new to the
organization.
0
18 I am able to identify potential strengths and weakness in the
PM system and make
recommendations for possible improvement.
0
19 I am able to analyze and explain the extent to which my
organization views its people as a
source of competitive advantage.
0
Financial Resources
20 I understand how and why the information contained in my
organization's publicly
available financial statements is helpful in explaining its
financial situation.
0
21 I know how to find the information I need to identify typical
accounting and financial

management issues when analyzing an organization's financial
statements.
0
22 I can explain the process used to develop my organization's
operating budget. 0
23 I can evaluate the extent to which my organization's master
and unit level budgets appear
to align with and support its mission, goals, vision, values and
objectives (MGVOs).
0
Technology Resources
24 I can evaluate the extent to which my organization leverages
the Internet as a source of
competitive advantage.
0
25 I am able to evaluate my organization's use of an Intranet (or
alternative tools for internal
collaboration and communication) and identify areas of
potential strength and weakness.
0
strategic technology plan and
evaluate its alignment with the MGVOs.
0

27 I am able to explain and evaluate my organization's
technology governance practices. 0
28 I am able to summarize my organization's current situation
with respect to the effective
use of advanced technologies.
0
Building and Equipment
29 I am able to summarize my organization's physical plant and
equipment. 0
30 I can evaluate whether the plant and equipment are
effectively utilized. 0
31 I am able to evaluate whether there are physical assets within
the organization that need
to be retired or replaced.
0
facilities plan and evaluate its
alignment with the MGVOs.
0
33 I am able to evaluate the adequacy of the physical plant
budget. 0
34 I am able to determine whether there are bottlenecks within
my organization's operations. 0
For Leadership Effectiveness
Management Styles and Control Systems

35 I am able to identify the common managerial style within my
organization. 0
36 I can determine the possible causes of the dominant
managerial style, and discuss the
likely consequences of this style for my organization's MGVOs.
0
37 I am able to identify the types of support provided by my
organization to its managers to
enhance their knowledge, skills, and abilities.
0
38 I am able to identify issues with managerial effectiveness
within my organization (if they
exist).
0
39 I am able to recommend possible courses of action that my
organization's leadership
might consider if issues with managerial effectiveness are
identified.
0
40 I am able to identify the potential costs and benefits of my
recommended courses of
action.
0
41 I am able to identify the major management control systems
in place within my

organization, and determine whether they help the organization
achieve its MGVOs.
0
Organizational Leadership
42 I am able to identify the roles and responsibilities of my
organization's leader. 0
43 I am able to identify the power sources upon which my
organization's leader relies. 0
44 I am able to analyze the implications for the organization of
the power sources utilized by
my organization's leader.
0
45 I am able to identify the major factors that limit the ability
of my organization's leader to
exercise his/her power.
0
46 I am able to identify the influence tactics upon which my
organization's leader usually
relies, and discuss the implications for performance (of the
leader and the organization).
0
47 I am able to recognize how my organization's leader handles
organizational politics, and
discuss the implications for performance (of the leader and the
organization).

0
48 I am able to identify the approaches to conflict
(organizational and/or interpersonal) used
by my organization's leader, and discuss the implications.
0
49 I am able to analyze whether my organization's leader is an
effective decision maker. 0
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50
I am able to assess the ability of my organization's leader to
create and nurture
relationships with peers and with followers that contribute to
success, both individual and
organizational.
0
51 I am able to identify whether my organization's leader uses a
transactional or
transformational leadership style and discuss the implications.
0
52 I am able to assess whether the behaviors, decisions, and
actions of my organization's

leader contribute positively to the MGVOs and reputation of the
organization.
0
Governance
53 I am able to describe the governance structure in place
within my organization. 0
54 I am able to determine whether the current structure ensures
independent and expert
oversight and review of major organizational decisions.
0
55
I am able to determine whether my organization has provided
appropriate protection
against arbitrary, capricious, and/or unethical behavior on the
part of leaders and
managers.
0
56 I am able to assess whether the current management,
leadership and governance are
effective.
0
57 I am able to assess whether any recent changes
(management, leadership and/or
governance) within my organization have had positive
measurable effects.

0
Learning Organizations
58 If they exist, I am able to describe the metrics related to my
organization's commitment to
learning.
0
59 I am able to determine whether the metrics (if present) align
with and support the
organization’s MGVOs.
0
60 I am able to determine the extent to which the metrics are
being used to review
performance and to make needed changes.
0
61 I am able to assess whether my organization is committing
the resources and leadership
attention required to create a sustainable learning organization.
0
62
I am able to describe my organization's experience with
implementing significant
changes over the past five years.
0

63
I am able to determine which change model(s) best describe my
organization's
experience with implementing significant change.
0
64
I am able to determine the lessons my organization’s leaders
and managers
should take from past change experiences to help ensure success
for the future.
0
65 I feel able to complete a preliminary situation audit for my
organization and to identify
specific things that require leadership attention.
0
GAP for Situation Audit: Use your gap analysis to identify and
Gap 2 (Provide the number from column B and the description
from column C):
following.
career success.

Gap
Part 3: Organization Culture, Climate, and Ethical Decisions
(Project 1B)
1 I am able to find good research sources and then create an
annotated resource list. 0
2 I am a strong critical thinker and use this skill consistently in
my work and writing. 0
3 I understand the concept of evidence-based management and
am able to determine
whether my organization uses this approach.
0
Organizational Culture
4 I am able to define organizational culture. 0
5 I can evaluate my organization's culture. 0
6 I am able to assess the effects culture has on my
organization’s ability to achieve its
MGVOs.
0
7 I understand how country cultural differences may affect my
organization. 0
Organizational Climate
8 I can explain the characteristics of a healthy organizational
climate. 0
9 I can objectively evaluate my organization's climate and

recommend changes if needed. 0
10 I can recognize the types of conflict organizations
experience and how they may affect my
organization's success.
0
Business Ethics
11 I am able to assess whether my organization's leaders make
ethical decisions. 0
12 I am able to determine whether my organization places
sufficient emphasis on ethical and
caring behavior.
0
Organizational Behavior
13 I understand how and why the study of organizational
behavior contributes useful
information for managers and/or leaders.
0
GAP for Culture, Climate, and Ethical Decisions: Use your gap
analysis to identify and select one of the above upon which you
will work this semester.
from column C):

following.
career success.
Gap
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Part 4: Virtual Teams
(Project 1C)
Team Organization
1 I know how to structure a virtual team (or teams) for optimal
effectiveness. 0
2 I am able to manage a virtual team (or teams) for optimal
effectiveness. 0
3 I can discuss the potential benefits and challenges of utilizing
virtual teams. 0
4 I understand the principles that should be applied in creating
an effective team
agreement.
0
5 I know how to create a project work plan to support the

successful completion of a team
project.
0
Team Types and Principles
6 I can explain the possible types of teams that can be utilized.
0
7 I am aware of the general principles that are important for
leading and managing a virtual
team.
0
8 I can identify the challenges associated with having a
geographically dispersed team. 0
9 I can offer potential solutions to the challenges of being a
geographically dispersed team. 0
10 I can explain the "follow the sun" work model. 0
11 I can determine whether the "follow the sun" model would be
appropriate in a given set of
circumstances.
0
Team Composition
12 I can explain the benefits and issues associated with team
size. 0
13 I can explain how team composition (especially homogeneity
and heterogeneity) effects
team success.

0
14 I can discuss the various roles that team members need to fill
in order for the team to be
successful.
0
15 I know how team leadership differs from other forms of
leadership within an organization. 0
16 I can identify the team leadership model that would work
best in my organization. 0
Personality and Personality Assessments
17 I understand the effects that different personality traits can
have on team dynamics. 0
18 I am able to identify some assessments that might provide
me with useful insights into my
own personality.
0
19 I am able to identify some assessments that might help team
members gain a better
understanding of one another.
0
20 I can explain how teams develop and understand the
implications for teams within my
organization.

0
Country Cultural Differences
21 I understand country cultural differences and can explain the
impact they have on an
organization that operates globally.
0
22 I can make recommendations for handling cultural
differences within a virtual team. 0
Group Decision-Making
23 I have a good understanding of how decisions are made
within teams. 0
Training and Technology
24 I am able to identify the best information and communication
technologies for use within
virtual teams.
0
25 I can make recommendations for the types of training that
would be most beneficial to
high-functioning virtual teams.
0
26 I know how to conduct a cost-benefit analysis to determine
whether my recommendations
are sound.
0

Team Management
27 I understand the options available for managing virtual teams
within my organization. 0
GAP for Virtual Teams: Use your gap analysis to identify and
from column C):
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Page 4 of 4
!
SMART Goals
Career and SMART Goals: How to Set
Them and Pros and Cons
At work you have probably been involved in setting, measuring,
and evaluating progress in meeting
goals. These may have been for your particular position, or
perhaps they were for your unit or
organization as a whole.
Our focus for this project is on setting goals designed to help
YOU achieve your career and professional
aspirations. Thus, before creating one or more SMART goals it
is important to envision and clarify how
you see your career progressing, the career path (see Career

Planning and Changing, 2007 in the
Resources section below) you wish to take to make this
possible, and the personal competencies you
believe will be important to get you where you want to be.
Begin this process by writing a short (three-to-
four sentence) statement that summarizes your career
aspirations and priorities (i.e., career goal—see
Greenhaus, 2006 for more information).
A useful next step is to create and implement SMART goals to
help you accomplish the future you
envisage for yourself. One method that has been popular,
especially for setting short-term goals, uses
the SMART model. This is described below followed by an
example and an explanation of some of the
recognized limitations of the SMART model.
S = specific. Your goal should be sufficiently specific that you
identify what you want to achieve, when,
where, and why.
M = measurable. You need to be able to measure and verify
your progress in achieving your goal.
A = achievable. This one seems pretty obvious, but many of us
have experience setting a goal that we
eventually realize wasn’t really achievable. Thus, it is important
to do a reality check to reduce this risk.
One approach is to discuss your goals with a mentor, coach, or
someone you trust to give you honest
and objective feedback.
R = relevant. It should be easy to see the connection between
your SMART goals and your longer term
career and professional aspirations.

T = time-bound (timely). An important criterion for setting an
effective SMART goal is that you indicate
when it will be accomplished. Be specific about this—include
mileposts and deadlines.
Here is a simple example of a broad career/professional goal
and one associated SMART goal:
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Broad (longer-term) career goal: To achieve a position as a
senior project leader within the next two
years. Competencies needed for this position include advanced
knowledge and skills related to creating
and sustaining high-performing teams.
For knowledge, an associated SMART goal might be: Read a
minimum of six articles (M) by leading
team scholars (S) by the end of this semester (T) and create a
short one-page personal briefing note (A)
that captures the main lessons learned with follow-up actions
(R).
For skills, an associated SMART goal might be: When working
with the team to complete project 1C (T) I
will consciously practice active listening skills (S) with team
members, will arrange to obtain feedback on
this from a team buddy (M), and include results and follow-up
actions in the one-page briefing note (A &
R).
Limitations

One criticism of the SMART goal is that it may not be useful
for those in positions/organizations requiring
high levels of flexibility and innovation. Prather (2005) notes
that innovation necessitates outside-the-box
thinking, and the somewhat inflexible nature of SMART goals
makes them less appropriate in settings
where major innovations (breakthroughs) are needed.
References
Prather, C. W. (2005). The dumb thing about SMART goals for
innovation. Research Technology
Management, 48(5), 14-15. Retrieved from
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