Sheet1Instructions Review each item below and determine your curr.docx

Sheet1Instructions: 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 the sample ratings with your own ratings 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 indicates an item where current
proficiency is low and career importance is high—so, this might
be an item to address. A gap represented by a large positive
number (e.g., 5) indicates that current proficiency is relatively
high and career importance is relatively low. In this event, you
would not want to pick the item as one to address. Part 1:
Personal Leadership Assessment, Goal-Setting, and
ImplementationUsing 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.GapGoal-Setting1I am able to formulate a good long-
term career goal.27-52I am able to analyze my personal
knowledge proficiency. 03I am able to analyze my personal skill
proficiency.04I take actions to address self-identified areas of
strength or weakness.05I am able to formulate goals that meet
the SMART criteria to help me address areas of weakness or
strength.06I monitor, critically analyze, and record my progress
in taking actions and achieving goals.07I seek timely support
and feedback from others to help track my progress and achieve
my goals.0Self-Awareness8I know my areas of personal
strength in the workplace.09I understand how to leverage my
strengths to achieve success.010I know what I need to improve
to be an effective leader.011I understand what I need to do to
make the improvements I believe are important for my career
success.012I recognize actions I can take to help improve my

leadership competencies.013I recognize how my behaviors may
impact others.0Awareness of Others14I have a good
understanding of the needs of the people I work with.015I have
a good understanding of how others perceive me at work.016I
am interested in learning about the people I work with.0Self-
Management17I handle criticism without becoming
defensive.018I am calm under pressure. 019I use personal
failures as an opportunity for further growth and
development.020I manage stress well.021I typically have a
positive outlook.022I try to see and understand matters from
others' perspectives.023I am a good listener.024I wait to form
judgments until I have all the needed information. 025When I
make a mistake I am not afraid to say so.0Management of
Others26I am able to relate well with peers in the
workplace.027I have good working relationships with those I
supervise.028I have good working relationships with those I
report to.0Gap for Leadership: Use your gap analysis to identify
your gap for leadership and select one of the above to work on
this semester.Gap 1 (Provide the number from column B and the
description from column C):Part 2: Situation AuditUsing 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.GapOrganizational Strategy and Objectives1I am able to
explain my organization's mission, vision, values, and core
goals to people who are new to the organization.02I am able to
evaluate my organization's mission, vision, values, and core
goals and make recommendations for improvements if
needed.03I understand the concept of valuable, rare, inimitable,
and nonsubstitutable resources (VRIN) and can identify them
within my organization.04I am able to explain my organization's
current strategy to others.05I am able to critically evaluate my
organization's strategy.06I am able to explain the pros and cons
of alternative strategies my organization might want to consider
in light of its current situation.07I am able to accurately explain

my organization's current structure.08I can discuss my
organization's size and understand the possible implications for
organizational performance.09I am able to explain the pros and
cons of the current organizational structure for achieving the
mission, vision, values, and core goals.010I am able to explain
the strategic and financial objectives my organization is using
to help achieve its strategy.011I am able to critically evaluate
my organization's strategic and financial objectives and offer
recommendations for possible improvements.012I can identify
and explain my organization's core competencies.013I can
explain how and why each of my organization's core
competencies might serve as a source of competitive
advantage.014I am able to explain how and why resource-based
theory is useful in understanding my organization's critical
resources.0Human Resources15I am able to describe my
organization's human resource management system to those who
are new to the organization.016I am able to evaluate the human
resource management system and identify some aspects that
may need improvements.017I 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.018I am able to identify
potential strengths and weakness in the PM system and make
recommendations for possible improvement.019I am able to
analyze and explain the extent to which my organization views
its people as a source of competitive advantage.0Financial
Resources20I understand how and why the information
contained in my organization's publicly available financial
statements is helpful in explaining its financial situation.021I
know how to find the information I need to identify typical
accounting and financial management issues when analyzing an
organization's financial statements.022I can explain the process
used to develop my organization's operating budget.023I 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).0Technology

Resources24I can evaluate the extent to which my organization
leverages the Internet as a source of competitive advantage.025I
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.026I can
explain the process used to develop my organization's strategic
technology plan and evaluate its alignment with the
MGVOs.027I am able to explain and evaluate my organization's
technology governance practices.028I am able to summarize my
organization's current situation with respect to the effective use
of advanced technologies.0Building and Equipment29I am able
to summarize my organization's physical plant and
equipment.030I can evaluate whether the plant and equipment
are used effectively.031I am able to evaluate whether there are
physical assets within the organization that need to be retired or
replaced.032I can explain the process used to develop my
organization's facilities plan and evaluate its alignment with the
MGVOs.033I am able to evaluate the adequacy of the physical
plant budget. 034I am able to determine whether there are
bottlenecks within my organization's operations.0Leadership
Effectiveness35I am able to identify the common managerial
style within my organization.036I can determine the possible
causes of the dominant managerial style, and discuss the likely
consequences of this style for my organization's MGVOs.037I
am able to identify the types of support provided by my
organization to its managers to enhance their knowledge, skills,
and abilities.038I am able to identify issues with managerial
effectiveness within my organization (if they exist). 039I am
able to recommend possible courses of action that my
organization's leadership might consider if issues with
managerial effectiveness are identified.040I am able to identify
the potential costs and benefits of my recommended courses of
action.041I am able to identify the major management control
systems in place within my organization and determine whether
they help the organization achieve its MGVOs.0Organizational
Leadership42I am able to identify the roles and responsibilities

of my organization's leader. 043I am able to identify the power
sources upon which my organization's leader relies. 044I am
able to analyze the implications for the organization of the
power sources used by my organization's leader. 045I am able to
identify the major factors that limit the ability of my
organization's leader to exercise his or her power.046I am able
to identify the influence tactics upon which my organization's
leader usually relies and discuss the implications for his or her
performance. 047I am able to recognize how my organization's
leader handles organizational politics and discuss the
implications for his or her performance.048I am able to identify
the approaches to conflict (organizational and/or interpersonal)
used by my organization's leader, and discuss the
implications.049I am able to analyze whether my organization's
leader is an effective decision maker.050I am able to assess the
ability of my organization's leader to create and nurture
relationships with peers and followers that contribute to
success, both individual and organizational.051I am able to
identify whether my organization's leader uses a transactional or
transformational leadership style and discuss the
implications.052I 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.0Governance53I am able to describe the
governance structure in place within my organization.054I am
able to determine whether the current structure ensures
independent and expert oversight and review of major
organizational decisions.055I 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.056I am able to assess whether the current
management, leadership, and governance are effective.057I am
able to assess whether any recent changes (management,
leadership or governance) within my organization have had
positive measurable effects.0Learning Organizations58If they
exist, I am able to describe the metrics related to my

organization's commitment to learning.059I am able to
determine whether the metrics (if present) align with and
support the organization’s MGVOs.060I am able to determine
the extent to which the metrics are being used to review
performance and to make needed changes.061I am able to assess
whether my organization is committing the resources and
leadership attention required to create a sustainable learning
organization.062I am able to describe my organization's
experience with implementing significant changes over the past
five years.063I am able to determine which change model(s)
best describe my organization's experience with implementing
significant change.064I 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.065I
am able to complete a preliminary situation audit for my
organization and to identify specific aspects of the organization
that require leadership attention.0Gap for Situation Audit: Use
your gap analysis to identify and select one of the above to
work on this semester.Gap 2 (Provide the number from column
B and the description from column C):Part 3: Organization
Culture, Climate, and Ethical DecisionsUsing 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.GapResearch and Analytical Skills1I
am able to find good research sources and then create an
annotated resource list. 02I am a strong critical thinker and use
this skill consistently in my work and writing.03I understand
the concept of evidence-based management and am able to
determine whether my organization uses this
approach.0Organizational Culture4I am able to define
organizational culture. 05I can evaluate my organization's
culture.06I am able to assess the effects culture has on my
organization’s ability to achieve its MGVOs.07I understand how
country cultural differences may affect my
organization.0Organizational Climate 8I can explain the

characteristics of a healthy organizational climate. 09I can
objectively evaluate my organization's climate and recommend
changes if needed.010I can recognize the types of conflict
organizations experience and how they may affect my
organization's success.0Business Ethics11I am able to assess
whether my organization's leaders make ethical decisions.012I
am able to determine whether my organization places sufficient
emphasis on ethical and caring behavior.0Organizational
Behavior13I understand how and why the study of
organizational behavior contributes useful information for
managers and/or leaders.0Gap for Culture, Climate, and Ethical
Decisions: Use your gap analysis to identify and select one of
the above to work on this semester.Gap 3 (Provide the number
from column B and the description from column C):Part Four:
Virtual TeamsUsing 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.GapTeam Organization1I know how to structure a
virtual team (or teams) for optimal effectiveness.02I am able to
manage a virtual team (or teams) for optimal effectiveness.03I
can discuss the potential benefits and challenges of using
virtual teams.04I understand the principles that should be
applied in creating an effective team agreement.05I know how
to create a project work plan to support the successful
completion of a team project.0Team Types and Principles6I can
explain the possible types of teams that can be used.07I am
aware of the general principles that are important for leading
and managing a virtual team.08I can identify the challenges
associated with having a geographically dispersed team.09I can
offer potential solutions to the challenges of being a
geographically dispersed team.010I can explain the follow-the-
sun work model.011I can determine whether the follow-the-sun
model would be appropriate in a given set of
circumstances.0Team Composition12I can explain the benefits
and issues associated with team size.013I can explain how team

composition (especially homogeneity and heterogeneity) effects
team success.014I can discuss the various roles that team
members need to fill in order for the team to be successful.015I
know how team leadership differs from other forms of
leadership within an organization.016I can identify the team
leadership model that would work best in my
organization.0Personality and Personality Assessments17I
understand the effects that different personality traits can have
on team dynamics.018I am able to identify some assessments
that might provide me with useful insights into my own
personality.019I am able to identify some assessments that
might help team members gain a better understanding of one
another.020I can explain how teams develop and understand the
implications for teams within my organization.0Country
Cultural Differences21I understand country cultural differences
and can explain the impact they have on an organization that
operates globally. 022I can make recommendations for
handling cultural differences within a virtual team. 0Group
Decision Making23I have a good understanding of how
decisions are made within teams.0Training and Technology24I
am able to identify the best information and communication
technologies for use within virtual teams.025I can make
recommendations for the types of training that would be most
beneficial to high-functioning virtual teams. 026I know how to
conduct a cost-benefit analysis to determine whether my
recommendations are sound.0Team Management27I understand
the options available for managing virtual teams within my
organization.0Gap for Virtual Teams: Use your gap analysis to
identify and select one of the above to work on this
semester.Gap 4 (Provide the number from column B and the
description from column C):
Example 3
Suppose that Tom, a sales representative for a pharmaceutical

manufacturer,
sometimes makes cold calls to physicians’ offices, arriving
without an appointment to
make a sales presentation. The graph on the left side of Figure
6.2 shows the
connection that Tom thinks exists between effort devoted to
cold calls and sales results.
The horizontal axis shows levels of effort from 0 (none) to 10
(high), and the vertical
axis shows number of sales per month. Tom believes that more
effort devoted to cold
calls will result in more sales each month. This is shown by the
linear section of the
function between 0 units of effort and 6 units of effort. The
more effort he exerts, the
more sales he makes. Tom also believes that after 6 units of
effort per month, the
expected number of sales per added unit of effort increases
much more slowly. In other
words, he believes that 6 units of effort is the point of
diminishing returns for cold calls.
�
Figure 6.2.perceived and actual action-to-results connections.
The graph on the right is the actual action-to-results connection.
Based on years of
experience, Tom’s manager knows that cold calls rarely lead to
sales. The flat section of
the connection from 0 to 6 units of effort indicates that Tom can
put a fair amount of
effort into cold calls and get no sales at all. In fact, he must put
in a great deal of effort to
get even a few sales.
epub://5swfy9a3ec23rwr23lsc.vbk/OPS/xhtml/ch06.xhtml#fig6_

2
The example in Figure 7.1 shows an accounting firm’s billable
hours; the result, on the
horizontal axis, ranges from 25 to 50 hours per week. The
vertical axis shows the level
of evaluation, going from a very negative —10 through a
neutral value of 0 to a very
positive +10.
Averaging 25 billable hours per week gets a very negative
evaluation. As the number of
billable hours increases, the evaluation becomes much less
negative. Averaging 33
billable hours gets an evaluation of 0; it is adequate—neither
positive nor negative.
�
Figure 7.1. Results-to-evaluation connection.
As the billable hours increase to 40, the evaluation becomes
very positive. Beyond 40,
improvements in the evaluation get smaller and smaller. At the
point of diminishing
returns, the accountant may suffer burnout, which would reduce
the level of future
billable hours, or his or her fatigue may be too high to produce
good client satisfaction.
epub://5swfy9a3ec23rwr23lsc.vbk/OPS/xhtml/ch07.xhtml#fig7_
1
GAP TABLE: This table is for the four GAPs selected from the
GAP Analysis.
GAP Goal 1:

Complete the following table with the details of your plan for
GAP Goal 1.
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 here to enter a date.
GAP Goal 2

GAP Goal 2.
Resources & costs
GAP Goal 3
GAP Goal 3.
Resources & costs

GAP Goal 4
Goal 4.
Resources & costs

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: Prep Cook
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 NeedsWhat skills will you need
to acquire to achieve your long-term career goal?
My leadership skills training and development goals for the next
1 to 2 years are to…
1.
Print this page, then sign and date the hard copy.Signature
_____________________ Date _____________
Step 1: Define a Career SMART Goal

As MBA students, you are career-directed professionals
constantly striving to strike a practical work-life balance. You
may not always have the time or resources to manage your
career effectively. The following resources will serve as basis
to develop your career goal or goals:
· Career Exploration
· Career Planning and Changing
· Individual Career Management
· Career Goal
For this step, think about one long-term career goal. Where
would you like to be in your career in three to five years? How
will you get there? What resources do you need? What short-
term skills do you need to enhance your chances of achieving
your career goal? To help you achieve your career goal,
complete the following tasks using a leadership development
plan (LDP):
· First, download the LDP Template and save it in local storage
using the following file-naming protocol:
lastname_firstname_preliminary_LDP.docx
· Second, identify and describe in writing one long-term career
goal using the SMART (specific, measurable, achievable,
realistic, and timely) format. Read SMART goals for specific
guidelines.
· Third, place this goal in theLDP template section entitled
Long-Term Career Goal.
· Fourth, identify and list five to six short-term development
skills that you will need to acquire in order to make progress
toward your long-term career goal. Place these skills in the
Short-Term Skills Development section of the LDP.
· Finally, place your LDP in the dropbox located in the last step
of this project.
Career and leadership development is an ongoing process that
will continue well beyond receipt of your MBA. This
submission of your leadership development plan is preliminary,
as you will have the opportunity to update your LDP in Step 5
of this project. Having two submissions gives you the

opportunity to assess and reflect on knowledge you have
acquired throughout the term.
When you have submitted your preliminary LDP, proceed to
Step 2, where you will work on a preliminary skills gap
analysis.
PrintSMART Goals
At work you have probably been involved in setting, measuring,
and evaluating progress in meeting goals. These goals may have
been set for your particular position, or perhaps they were
established for your unit or organization as a whole.
Our focus for this project is on setting goals designed to help
you achieve your 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 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 three- to four-
sentence statement that summarizes your career aspirations and
priorities.
Next, create and implement SMART goals to help you achieve
the future you envision for yourself. The SMART model is
described below, followed by an example and an explanation of
some of its limitations.
Specific—Your goal should be sufficiently specific, such that
you identify what you want to achieve, when, where, and why.
Measurable—You need to be able to measure and verify your
progress in achieving your goal.
Achievable—Many of us have experience setting a goal that we
eventually realize wasn’t really achievable, and it is important
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.
Relevant—It should be easy to see the connection between your
SMART goals and your longer term career and professional
aspirations.
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 and include mileposts and
deadlines.Examples
A broad (longer-term) career goal might be 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.
To achieve the objective of advanced knowledge, an associated
SMART goal might be to read a minimum of six articles (M) by
leading team scholars (S) by the end of this semester (T) and
create a one-page personal briefing note (A) that captures the
main lessons learned, along with follow-up actions (R).
To gain advanced skills, an associated SMART goal might be to
practice active listening skills (S) with team members, arrange
to obtain feedback on this practice from a team buddy (M), and
include results and follow-up actions in a one-page briefing
note (A & R) while working with a team to complete a project
(T).Limitations
One criticism of the SMART goal is that this approach may not
be useful for those in positions or 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 or
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
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/
login.aspx?direct=true&db=bth&AN=18241690&site=eds-
live&scope=site

Step 2: Complete A Skills Gap Analysis
The preliminary leadership development plan allowed you to
identify and develop a plan to help you achieve one long-term
career goal. Step 2 will introduce you to a skills gap analysis,
which will assess your specific skills as they pertain to each of
the four course projects and help you identify the skill areas
you want to enhance. You will revisit the skills gap analysis at
the end of the term in order to measure the progress you made
as a result of completing the four course projects.
Complete your preliminary skills gap analysis and related skills
gap table by the end of Week 1. Carefully follow the
instructions below:
· The preliminary skills gap analysis has four parts that parallel

each of the four course projects. After you complete the
preliminary skills gap analysis, select one skill area from each
of its four parts where a meaningful gap exists. These should be
skill gaps you want to reduce during this term to enhance your
leadership skills, bolster your current career, and ultimately
achieve your career goals.
· Place each of the four skill area gaps you identified from the
skills gap analysis in the skills gap table. The table has a
separate space for each of your four gap goals.
· In the skills gap table, list the developmental activities,
completion date, resources and costs, and expected outcomes
associated with each of the four skills gap goals you identified.
The table serves as an action plan that leads to the
accomplishment of each of the four skills gap goals. It details
the activities you will undertake to reduce each of your four
selected skill gaps during the remaining weeks of this term.
· Consider all appropriate activities and resources that would
help reduce each of the four skill gaps. These resources might
include conferences, books, free online classes, mentorship,
coaching, observation, professional associations and groups,
networking, volunteering, journaling, and so forth. Select the
appropriate activities related to each of your four skill gaps and
list them in the skills gap table. Submit your preliminary skills
gap analysis and the skills gap table in the dropbox located in
the last step of this project. This part of Project 1 is now
complete.
· You will update your preliminary skills gap analysis during
the last week of the term to assess the progress you have made
on the skill gaps you identified and to determine the impact of
this course on your leadership and career goals.
After you submit your preliminary skills gap analysis and skills
gap table, continue to Step 3.

Step 3: Reflect on Your Leadership Development
Developing your career, managing others, and becoming a
leader begins with self-examination. An individual must first
develop an accurate view of his or her own interests, values,
skills, limitations, and preferences in order to make career
choices and advance their career. A research-based relationship
between personal effectiveness, career, and leadership
development quickly emerges.
This step will provide the necessary knowledge to initiate a
personal effectiveness and career development plan. The
process will enhance your development plan by providing you
with the opportunity to use a personality assessment tool as a
resource to gain a better understanding of yourself. Finally, you
will be able to incorporate these insights in your Week 11 LDP
Reflections Summary.
The following readings and the assessment tool will allow you
to achieve several objectives:
· Personal Effectiveness—This resource will increase your
knowledge of self-awareness as a driver of personal
effectiveness and the relationship between personal
effectiveness and leadership.
· Personality Assessments—This resource will help you
understand the utility of personality assessments.
Proceed to the discussion CliftonStrengths Overview and
Instructions for taking the CliftonStrengths assessment.
The CliftonStrengths (formerly StrengthsQuest) assessment has
been under continuous development for more than three
decades. The major construct underpinning the assessment is
that each individual has a set of core strengths that correlate to
career growth, personal effectiveness, job satisfaction, and
personal fulfillment.

Aside from the benefits that accrue to individuals who are
conversant with their strengths and how to best use them,
CliftonStrengths is useful to teams by indicating the strengths
each team member can contribute to facilitate the achievement
of team goals and projects.
During this week, participate in the Class Discussion on
CliftonStrengths so that you can share your results and gain a
deeper and fuller understanding of your unique strengths, as
identified by the CliftonStrengths assessment. Moreover, as part
of the project plan required for Project 4 later in the term, a
CliftonStrengths team members grid must be completed. The
team members grid is used to identify the strengths each team
member can contribute.
In Week 11, you will submit an LDP reflections summary and
gap reflections summary. As you conclude Project 1, think
about what you learned during the course of this project. In
your reflections, you will be asked to consider the impact of
self-awareness on your career goals and leadership
development, as well as the influence of taking an assessment,
reading about other assessments, and participating in a week-
long personal assessment discussion.
When you have finished the readings and the Class Discussion
on CliftonStrengths, proceed to Step 4, where you will complete
your final skills gap analysis.

Step 4: Complete Your Final Skills Gap Analysis
In this project, you have had the opportunity to create two
different, yet complementary, development plans. The first was
the leadership development plan, which focused primarily on
those behavioral competencies that would enable you to develop
skills to achieve your career goals and assume leadership
responsibilities as a professional in your field. The second was
the skills gap analysis, which focused primarily on specific
task-driven skills that you could improve with the intention to
meet predetermined goals. These skills were especially relevant
to the four course projects, future MBA projects, and the
achievement of your career and leadership aspirations.
To measure your progress on the skill gaps you identified
earlier in the course as being integral to your personal
leadership effectiveness, you are encouraged to reflect on your
progress in developing those skills. With this in mind, complete

the following steps:
· Complete your final MBA 610 skills gap analysis using the
same instrument you completed in Week 1. In other words, you
are updating the preliminary skills gap analysis.
· Take note of all changes, including those in the four skill gaps
you selected in Week 1.
· In the dropbox located in the last step of this project, post a
copy of your final MBA 610 skills gap analysis, including a
reflection summary of between 500 and 750 words on the
lessons you learned and the progress you made toward reducing
the gaps identified in your preliminary skills gap analysis. The
reflection summary should identify and briefly discuss the skill
gaps that require further development and how that development
would occur in the MBA program and throughout your career.
You may also wish to integrate material from other aspects of
the course in your reflection summary.
Remember, career and leadership development is an ongoing
process that will continue well beyond receipt of your MBA.
You are encouraged to assume responsibility for this process.
When you have submitted your final skills gap analysis and
reflection summary, continue to Step 5, where you will
complete your final LDP.

Step 5: Complete Your Final LDP
This project step has considerable significance. It provides you
with a unique opportunity to evaluate the impact of the course,
your personality assessment, and the individual readings on
your long-term career and leadership goals.
In this step, complete the following requirements:
· Include a reflection summary of between 500 and 750 words
detailing the insights you gained from the assessments,
discussions, feedback, group activities, and course readings that
will facilitate the achievement of your SMART goal, career
aspirations, and short-term developmental skills progress. Also
explain what actions you intend to take based on these insights.
· After you write your reflection summary, make any
modifications needed for your final LDP submission. Place in
bold print on the final LDP any areas that changed between your
preliminary LDP submission and your final LDP submission.
· Use the dropbox in the last step of this project to submit a
copy of your final LDP and reflection summary to the
appropriate assignment folder.
We trust that the development of an LDP and the
acknowledgement of your short term skills development needs
will result in the achievement of your long-term career goal.
Proceed to the next step to submit your work.
Step 6: Submit Your Work
Make a note of the recommended delivery dates in the table
below. Since the purpose of this project is to assess your
development, it's important that you follow the suggested
timeline. You will receive feedback on all deliverables in Week
11
Step #
Submission week
Deliverable

File-naming protocol
Step 1
Week 1
· Preliminary LDP
· lastname_firstname_preliminary_LDP.docx
Step 2
Week 1
· Preliminary skills gap analysis
· Preliminary skills gap table
· lastname_firstname_preliminary_skills_gap.xlsx
· lastname_firstname_preliminary_gap_table.docx
Step 4
Week 10
· Final MBA 610 skills gap analysis
· Final skills gap table
· Final skills gap reflection summary
· lastname_firstname_final_skills_gap.xlsx
· lastname_firstname_final_gap_table.docx
· lastname_firstname_gapreflection.docx
Step 5
Week 10
· Final MBA 610 LDP
· Final LDP reflection summary
· lastname_firstname_final_LDP.docx
· lastname_firstname_LDPReflection.docx
When you submit your project, your work will be evaluated
using the competencies listed below. You can use the list below
to self-check your work before submission.
· 1.3: Provide sufficient, correctly cited support that
substantiates the writer’s ideas.
· 1.6: Follow conventions of Standard Written English.
· 2.1: Identify and clearly explain the issue, question, or
problem under critical consideration.
· 2.2: Locate and access sufficient information to investigate the
issue or problem.
· 2.3: Evaluate the information in a logical and organized

manner to determine its value and relevance to the problem.
· 2.4: Consider and analyze information in context to the issue
or problem.
· 2.5: Develop well-reasoned ideas, conclusions or decisions,
checking them against relevant criteria and benchmarks.
· 5.3: Create, implement, and evaluate a personal leadership
development plan.

Sheet1Instructions Review each item below and determine your curr.docx

Recommended

Recommended

More Related Content

Similar to Sheet1Instructions Review each item below and determine your curr.docx

Similar to Sheet1Instructions Review each item below and determine your curr.docx (16)

More from bjohn46

More from bjohn46 (20)

Recently uploaded

Recently uploaded (20)

Sheet1Instructions Review each item below and determine your curr.docx