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MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 1 of 5 ASSESSMENT 2 BRIEF Subject Code and Title MGT601 Dynamic Leadership Assessment Assessment 2 : Leadership Plan Individual/Group Individual...

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MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 1 of 5

Subject Code and Title MGT601 Dynamic Leadership
Assessment Assessment 2 : Leadership Plan
Individual/Group Individual
Length Up to 3,000 words
Learning Outcomes a) Explore and reflect on self- development as a leader
to build self-awareness.

) Through critical reflection on key leadership theories
develop a personal leadership development strategy.

c) Analyse and develop the capacity to influence,
motivate and inspire others in your workplace and/or
community organisations.

d) Implement and practice coaching others to enhance
self-awareness and core communication skills for
emotional intelligence, with emphasis on active listening,
uilding empathy, giving and receiving feedback.

e) Demonstrate the technique of reflective and reflexive
practice as a means of continuous learning and self-

Submission By 11:55pm AEST/AEDT Friday at end of Module 6 .1
(Week 11)
Weighting 50%
Total Marks 50 marks
The purpose of all assessments, combined, is to reflect on your own leadership journey,
obtain feedback from your assigned partner and other trusted sources, evaluate your
ent leadership style, effectiveness and potential and then prepare a plan for your
continued development as a leader. The assessments are integrated pieces of work and you
should draw on the first parts as you work on this final part. The first assessment focused
on your journey so far and cu
ent capabilities. This final assessment report should present
your plans for your future development as a leader.
MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 2 of 5

Your Task:
The task for this assessment is to prepare and present a plan for your development as a
leader. The period of your plan could be 2, 5 or 10 years. Select the period that makes most
sense to you, depending on the cu
ent stage of your life and career. Briefly explain the
eason for the time period that you have selected.
Your plan needs to be based on or anchored by an established model of personal
development. A number of possible models were provided in Module 1. The choice of a
model is up to you. The Whitman GROW and Boyatzis Intentional Change models are two of
the most comprehensive at a personal level. However, other models may be more relevant
to your cu
ent needs. You are also welcome to use an appropriate model that was not
included in Module 1, provided it meets the tests of academic rigour and usefulness to you.
Provide a
ief description of your chose model and a justification for your selection. It is
important that you go to the source documents and not rely only on the summary version of
your chosen model.
Additional information on leadership development to help you prepare your plan and to
continue your reflexive journal is provided in the subject Resources section of each module.
The precise structure is up to you. A clear logic flow, using a “Contents” page and section
headings, will help your readers to follow your thinking. The use of an “Executive Summary”
as a précis or abstract of your report, an “Introduction” to set the context and a
“Conclusion” to capture your key learnings is desirable in a business subject. Detailed,
supporting information such as psychometric results, planning templates, etc., should be
placed in an appendix, where they will not be included in the word count.
Within the body of your report, the model of development that you choose will largely
determine the structure and section headings.
Reflexive Writing - First Person:
You should write in the first person, because this is about YOU, your reflections and your
interpretations. (eg “I considered this advice to be….. because it had a big impact on
my……..and it helped me to understand my………..”).
Try to be as specific as possible, use
ief examples to illustrate your points and try to select
examples that enable you to demonstrate learning against the attributes in the ru
All other principles of academic writing apply, including strict referencing,
acknowledgement of the work of others and avoidance of plagiarism.
MGT601_Dynamic Leadership_ Assessment 2 XXXXXXXXXXPage 3 of 5

You should include a list of specific references that you have actually used in your
eport. For this assessment, a minimum of three journal articles, academic papers or
textbooks is expected. References to any secondary sources or web sites are
additional. The reference list and Executive Summary (if you choose to use one) and
any appendices will not be included in the word count.
It is essential that you use appropriate APA style for citing and referencing research.
Please see more information on referencing here
Submission Instructions:
Submit your Self-Reflective Analysis in Assessment 2 submission link in the Assessment
section found in the main navigation menu of the subject Blackboard site. A ru
ic will be
attached to the assessment. The Learning Facilitator will provide feedback via the Grade
Centre in the LMS portal. Feedback can be viewed in My Grades.
Marking Ru
Your reports will be marked against the ru
ic which is show on the next pages. Please
ensure that your submission addresses all five of the Assessment Attributes in the ru

MGT601_Dynamic Leadership_ Assessment XXXXXXXXXXPage 4 of 5

Learning Ru
ic: Assessment 2 : Leadership Plan
Fail (Unacceptable)
75 -84%
High Distinction



Little or no reference to
own aspirations or
observations on

Little or no evidence of a
development plan
Occasional references to
own aspirations and
learning about leadership.

Basic plan for development.
Frequent references to own
leadership aspirations,
experiences or observations,
with reflection on own
learning needs.

Practical plan for
Frequent and deep
eflection on own
leadership aspirations and

Comprehensive and
practical plan for
development, including
new experiences and
‘stretch’ projects.

Multiple, deep reflections,
on aspirations with
significant new insights on
own leadership and
evidence of changing

Comprehensive and
practical plan for
development, including
significant, new
experiences and ‘stretch’



Little or no evidence of
feedback either received
or given.
Basic description of
feedback received and
given but with little or no
Clear description of feedback
eceived and given with
useful interpretation and
eflection in implications
Comprehensive description
and analysis of feedback
eceived and given with
clearly expressed
interpretation of
implications and impact.

Very insightful presentation
of feedback received and
given with explicit
interpretation of
implications and indicators
of changing behaviours.


Little or no reference to
the conceptual
frameworks or theoretical
models of leadership.
Basic coverage of a relevant
model or conceptual
framework for leadership
Clear linkage of plan to an
appropriate models
leadership development.
Insightful use and
justification of a model of
development to inform,
enhance and guide personal
Inspired use of a
development model to
expand thinking, planning
and implementation of
innovative development
MGT601_Dynamic Leadership_ Assessment XXXXXXXXXXPage 5 of 5



Use of core or supplied
eadings only.

Inadequate referencing.
Evidence of some relevant
eading and research
eyond the core readings.

Adequate referencing.

Evidence of substantial,
elevant, additional reading
and research.

Full referencing
Evidence of substantial,
additional reading and
esearch with application to
own development plan.

Full referencing.
Evidence of comprehensive
additional reading &
esearch with insightful
application to own
development plan.

Full and extensive



No clear logic flow or

Difficult to understand.

Basic logic flow and

Clear expression of
concepts. Mainly co
grammar and spelling.

Clear logic flow and structure,
with table of contents,
Introduction, Body and

Clear expression of concepts.
ect grammar and
Excellent logic and
structure. Accurate
Executive Summary.
Conclusion accurately
captures key leanings and

Clear expression of
concepts. Co
ect grammar
and spelling.

Excellent logic and
structure. Concise,
accurate Executive
Conclusion accurately
captures deep learnings
and insights and

Clear expression of
concepts. Co
ect grammar
and spelling.

Higher marks awarded for students who:
Higher marks awarded for students who:
Demonstrated deep, honest and insightful reflection on their leadership journeys;
Provided credible feedback and interpretation;
Included relevant and appropriate theory & concepts from the subject:
Included the results and interpretation of at least one leadership style assessment;
Used the guides and
Answered Same Day Aug 06, 2021 MGT601 ICMS (International College of Management Sydney)


Dilpreet answered on Aug 12 2021
122 Votes
Running Head: Leadership Plan        1
Leadership Plan        15
Executive Summary
    This assessment focuses on the reflective approach to a 5-year leadership development plan. The leadership plan has been developed considering the Whitmore’s GROW model of development to come up with an alternative and better leadership style. This assessment is framed considering my personal leadership style and considers the experiences that I have gained through my past working as a leader. Based on the assessment done, I opted for a democratic leadership style, which is different form the autocratic leadership style I followed initially.
Table of Contents
Introduction    4
Justification for Opting 5-Year Leadership Plan    4
Self-Assessment of Leadership Skills and Future Planning Using Whitmore’s GROW Model    5
Goal Setting    5
Realising Cu
ent Leadership Skills    8
Optimal Choice Consideration    11
Will to Proceed and Evolve    12
Conclusion    12
References    14
Appendices    16
    Being a leader in its true sense is not only holding a position of a leader but being a continuous learner, who might at first place learn from his/her own personal experiences. A true leader must also incorporate the feedback received form others in order to grow as a leader. A person seeking a successful career as a manager, must think and act like a leader in terms of personality, learning, experience and personality. In order to improve and enhance my efficiency as a leader, I felt that it is vital to assess myself as a leader to know the leadership style I practice. Conducting a self-assessment will also turn out to be beneficial while determining the scope of alternative approaches and planning for the future learning endeavours. Through this leadership plan, my existing leadership style will be evaluated and analysed. Based on the outcomes of this evaluation and analysis, I shall develop a 5-year leadership plan for me, which will help to progress in the right direction. The leadership plan would be framed using the Whitmore’s GROW model.
Justification for Opting 5-Year Leadership Plan
    From my experience, it is evident that contingencies are always there in the functioning of different organisations. These contingencies are likely to
ing a number of issues that cannot be avoided all at once. As opined by Getha-Taylor, Fowles, Silvia and Me
itt (2015), it is essential that every leader must evaluate their cu
ent leadership style over a certain period. This evaluation may help the leaders to determine the effectiveness of their leadership and may also help them to collect feedback from their peers and subordinates that may help to come up with a new and refined leadership style. From my viewpoint, in order to understand the infrastructural, social and financial changes, a period of at least 5-years will be required. Furthermore, to acquire new leadership skills and to master them for better execution, it is essential for me to put in my dedicated efforts for at least 5-years. This is the primary reason that I have opted for 5-year leadership plan for my self-evaluation and improvement as a leader. I believe that a five-year plan would provide me with enough opportunities to observe the changes in the market and organisational cultures that will help me to optimise my leadership skills.
Self-Assessment of Leadership Skills and Future Planning Using Whitmore’s GROW Model
    I have been enjoying a number of opportunities from an early to display my leadership skills. Gaining insights into the experience that I have managed to gather as a leader, I felt to access my leadership skills from the perspective of a theoretical framework. Based on this assessment, I must be able to plan an optimised and highly refined leadership plan. My past experiences are extremely important for a progressive future as a leader. For identifying and assessing the effectiveness of my existing leadership skills, I opted for Whitmore’s GROW Model. This shall help me to develop a better plan for myself.
Goal Setting
Identifying the Style of Leadership
    As a leader, I tried to manage the team by taking decisions for the members of the team. I undertook a number of tasks and asked the members of the team to perform the respective tasks that have been provided to them. On assessing my leadership style, I could understand that I wanted to take over the lead and did not wanted the members of my team to participate actively into the decision-making processes and procedures. I wanted to control the tasks performed by my subordinates and wanted an authority on the people, who worked under me in my team. My behaviour as a leader makes it clear that I followed autocratic leadership style. I could make out that the leadership I followed was an autocratic leadership style by going through the work of Essien and Ekoriko (2020), who stated that autocratic leaders are unable to make efficient utilisation of the available human resources as they tend to exert decision-making powers over their subordinates.
Assessing the Leadership Style in Association with a Leadership Theory
    In my opinion, that leadership is a fusion of multiple qualities, which complement each other in one or the other way. Learning and mastering these qualities can help to improve the style of leadership being practiced. There is no doubt about the fact that members of a team are motivated through the behaviour of their leaders therefore, I believed in exerting control over the members of my team. From my perspective as a leader, I believe that leaders can be made as well, they are not just born. While acting as a leader, I was an active listener, who always listened to the issues the members of the team had but I exerted authority over them while making decisions to provide them with a solution for their problems. On assessing my leadership style, I could make out that my leadership style aligned well with the behavioural leadership theory. As a leader, I always maintained a line between my personal and professional life and avoided the mingling of the two. As mentioned by Muchiri, McMu
ay, Nkhoma and Pham (2019), leaders must acquire behavioural traits that might portray them as ideal leaders in-front of their subordinates. From my viewpoint, an efficient leader must adopt behavioural traits from the su
ounding work environment in order to refine their leadership skills over a period.
Determining the Scope of Improvement
    From the experiences that I managed to gather as a leader from my last workplace, I felt there is a vast scope of improvement for me as a leader. My previous work environment provided me with a chance to manage a small workforce. Exposure to new places shall provide me with enough opportunities to grow as a leader. Since, my past experiences of working as a leader are limited to only one...

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