Any aspect of the company is thought to be defunct without strong leadership. While bad leadership can stifle productivity and jeopardize the viability of the company, strong leadership can assist an organization in maximizing performance and achieving corporate objectives. Leadership is a crucial management skill that aids in maximizing effectiveness and achieving corporate objectives (Holt et al., 2019). Different types of leadership are possible based on the individual and the circumstance. These character qualities and leadership abilities influence how a leader behaves and forges connections with others (McCauley et al., 2017). Because it inspires, encourages, and sets an example for others, leadership is crucial to bringing about constructive change in the world.
Leaders create a vision, provide a strategy, and cultivate trust among their followers. They enable individuals to work together to accomplish amazing accomplishments as a consequence. Business management and leadership establish the company’s culture by instructing team members on how to think, act, and behave (Holt et al., 2019). As new demands emerge and the corporate environment shifts, this calls for ongoing adaptability. As a business development specialist, my personal leadership statement is to be a driver of growth and profitability by developing and putting into practice strategies that increase market share, boost revenue, and enhance customer happiness. As for the broader mission, I want to set a good example by acting with honesty, responsibility, and dedication to excellence. This type of leadership would be beneficial for the workplace settings.
From the theoretical point of view, understanding consumer demands, being able to see new business prospects, having excellent communication and negotiating skills, and being able to cultivate connections with potential clients are among the most crucial abilities for business development leadership. Leadership theories emphasize that leaders must be able to provide staff with direction and guidance that is meaningful (Eva et al., 2021). When required, they should be able to instruct staff on how to complete duties more effectively (McCauley et al., 2017). Furthermore, it is crucial that leaders take the initiative to plan who will carry out specific activities, when they will be finished, and how they will be accomplished before taking action (Eva et al., 2021). This is in line with my vision of leadership, the evaluation of which can show the potential for development. No matter how effective other facets of managerial leadership are, a company will fail if there is not a clear strategy in place to accomplish corporate goals and adequate communication between managers and key stakeholders.
My results on self-assessment exams indicate poor proficiency in the areas of self-assurance, initiative, focused and forward-thinking thinking, and entrepreneurial thinking and conduct. These requirements include essential traits for a leader in a corporate setting (DuBrin, 2019). Taking charge, for instance, can boost your chances of developing personally and professionally. Drawing on theories in the field, highly driven leaders who seek to grow, overcome obstacles or foresee them, are productive and have the capacity to foster productive cultures are highly valued by many firms (DuBrin, 2019). An effective leader in an organizational context must also possess conceptual and entrepreneurial thinking. They enable to foresee new possibilities and lessen the negative effects of external circumstances on the company’s development (Eva et al., 2021). To take risks and accomplish lofty objectives, leaders must have self-confidence. Instead of storing, avoiding, or delegating problems and disagreements to others, confident leaders often tackle them quickly and directly. This stands in the direct connection with the leadership statement, which shows the importance of the skills possessed.
A survey on influence strategies was used to fill in the second gap in the analysis. The findings have numerous significant ramifications. The use of appropriate conduct, dependence on facts and reasoning, assertiveness, participation in team duties, and an overall good impact on the team were shown to be the greatest elements of the influence approach. This is crucial in a leadership setting because it boosts initiative and self-assurance (DuBrin, 2019). Some of the weaker signs were also diagnosed at the same time. I believe that emotionality in debates and a lack of charm in persuading are unnecessary when talking about organizational leadership. For instance, under some circumstances, being able to successfully negotiate a price and win others over to your position throughout the negotiation process may demonstrate valuable qualities. People often ignore my experience when depending on reasoning and facts, which shows that I lack charm and confidence. Evaluating the gap analysis shows that there is room for improvement. However, the skills possessed match the leadership statement. Two indicators provided made it possible to conduct a thorough gap analysis, which served as the foundation for the development strategy.
Reflecting on the gap analysis, the development plan can be developed and divided into two objectives. The first part of the plan will include the short-term goals that have to be addressed within six months. This period should include training and self-development in the following areas – negotiation techniques, self-confidence training, and general improvement of skills and approaches necessary for business settings. It is possible to attend different seminars and employ scholarly literature to address the gaps and develop short-term competencies. The second part of the development plan will consider long-term perspectives within three years. During this period, the goals achieved in the previous part should be expanded. In addition, it is crucial to address other leadership conditions and competencies, such as proactiveness and the ability to make people listen to the expertise. Within this period, I assume it is crucial to form an environment of like-minded people to develop critical thinking and tackle real-life cases. This will ensure the long-term development of leadership qualities and competencies.
References
DuBrin, A. J. (2019). Leadership: Research findings, practice, and skills. Cengage Learning.
Eva, N., Cox, J. W., Herman, H. M., & Lowe, K. B. (2021). From competency to the conversation: A multi-perspective approach to collective leadership development. The leadership Quarterly, 32(5), 101346.
Holt, S., Hall, A., & Gilley, A. (2018). Essential components of leadership development programs. Journal of Managerial Issues, 21(1), 214–229.
McCauley, K. D., Hammer, E., & Hinojosa, A. S. (2017). An andragogical approach to teaching leadership. Management Teaching Review, 2(4), 312-324.