Leadership is all about planning and implementation of goals. An individual must undergo self-examination to determine their strengths and weaknesses. Personal realization gives a leader an ideal framework to plan for the success of their future. Leadership is continuous; therefore, leaders must find ways to improve their current situations for a better tomorrow. My professional goals revolve around the achievement of authenticity in leadership (Lieder, 2004). I purpose to become a leader who is motivated by values rather than duty. Additionally, I desire to perform my leadership duties in a way that links my professional and personal life. Leadership is only ideal if it affects the lives of people positively. Therefore, my goal is to embrace authentic leadership so that I can touch more lives in my service.
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My plans towards achieving my professional goals include hiring a coach who will help me improve my abilities to take risks and make decisions with ease. I will take three steps to achieve my plan of becoming an authentic leader. With the help of a professional coach, I will seek to achieve self-knowledge, self-concept clarity, and person-role merger. Self-knowledge is vital to the success of leadership. I will search within myself to realize my strengths and weaknesses (Shamir & Eilam, 2005). Additionally, I will analyze how these issues affect my leadership abilities. Seeking self-concept clarity will help me achieve my third step of planning which is to merge my personal and professional goals. The three steps will take place for three months. The dressing is quite important in exemplifying leadership. As a leader, I will exemplify leadership through how I dress in front of my subordinates (Shamir & Eilam, 2005). Additionally, I will exemplify leadership by coaching my juniors to become better leaders in the future.
Lieder, R. (2004). Is leading your calling? The Leader to Leader, 31 (1), 36-40.
Shamir, B. & Eilam, G. (2005). Authentic Leadership Development: Getting To the Root of Positive Forms of Leadership. The leadership quarterly, 16 (3), 395-417.