Creating the personal action plan, it is necessary to take into consideration all strengths and weaknesses and to turn the theoretical advice into practice in order to develop their own leadership and action plan. Thereby, an understanding of the individual characteristics will help to establish the most appropriate strategy. According to Daft and Lengel (2008), it is highly essential to develop oneself in order to get more professional success. Self-organizing is the most critical part of the leadership process and movement from fission to fusion.
Providing the personal action plan, I concentrate on such capacities as the self-inquiry, facilitation, welcoming, and readiness for changes and cooperation with partners. Those aspects are the most important peculiarities of the personal action plan. It is essential to develop a personal leadership style that will help to be unique and recognizable. The benefits of this issue are clearly seen. For partners, it is more preferable to choose the company or leader which is able to provide a unique strategy and ideas.
Moreover, I take into consideration the statement that the leader has to control people for the sake of a goal. Therefore, the leader should be the first person who sees the new perspectives and react to the last tendencies and demands of a particular business area. As a leader, I will use my technical, conceptual, and human skills, composing my action plan. A clear understanding of my strengths and weaknesses will help me to provide the most effective and appropriate strategy. My action plan should provide adequate consideration of managing performance, indicating critical points, and soft skills.
Taking into account three levels of collaborative management (Voets, J., De Rynck F., and Van Dooren, 2006, p.1), I will compare my action plan with the concrete situation. There can be an individual level that means those people who manage collaboratively, the organizational level that takes into consideration the organizations that provide the collaborative management, and the third collective level that implies the collaboration itself and its functions in the direction of the particular company.
Creating a “public value” within collaborative management, the leader provides a more complete and complex image of the strategy of the company (Agranoff, 2005,p. 23). Therefore, as the leader, I will take into account this issue, providing my action plan.
For those managers who want to improve their organization, it is highly important to implement an affirmative action strategy that can guarantee all employers equal rights and opportunities. As a leader, I will pay attention to this issue. Collaborative work within the company is the crucial moment of the success results achievement. As all employers should be treated equally, the leader has to avoid discrimination in the management and provide a high level of protection.
Unique fusion unites the physical, mental, and emotional characteristics of the leader (Daft and Lengel, 2008, p. 49). Therefore, the individual qualities are those elements that help one to create an action plan. The peculiarities of the collaborative management on different levels, the development of the unique leadership style, and the indication of the public value are the critical moment of my personal action plan. Analyzing my strong and weak skills, I can comprehend what strategy will be the most appropriate and successful according to the current situation and what perspectives I can find in order to develop my business.
Reference List
Agranoff, R. (2005). “Managing Collaborative Performance. Changing the Boundaries of the State?”, Public Performance & Management Review, 29, 1:18-45.
Daft, R. L., & Lengel, R. H. (1998). Fusion Leadership. US: Berrett-Koehler Publishers.
Voets, J., De Rynck F., & Van Dooren, W. (2006). Managing and measuring collaborative performance. In A Performing Public Sector: The Second TransAtlntic Dialogue: Proceedings of a conference held 1-3 June 2006 at Katholieke Universiteit Leuven, Leuven, Belgium. Web.