My Personal Transformation

Misty Rivers

MNGT 3730 Leadership

"If your actions inspire others to dream more, learn more, do more and become more,
you are a leader." John Quincy Adams (1767-1848).

Today’s date

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 "It is better to lead from behind and to put others in front, especially when you celebrate
victory when nice things occur. You take the front line when there is danger. Then people
will appreciate your leadership." Nelson Mandela (1918-2013)

Introduction

This paper is a personal journey of self-discovery and transformation that delves into the

depths of leadership qualities, aspirations, and the art of balancing strengths with areas of

improvement. In this exploratory narrative, I examine my inherent leadership strengths and areas

that require enhancement. I use this introspective analysis as a framework to understand how

these elements interplay in the real-world context of leadership, influencing both personal and

professional spheres.

The paper is about leveraging my innate strengths to forge meaningful relationships,

foster a supportive environment that is conducive to mutual growth. Simultaneously, it deep

dives into strategies to address my weaknesses, setting the stage for a transformative journey

that transcends the confines of comfort zones. A significant segment of this narrative focuses on

the barriers and opportunities that shape my leadership trajectory, reflecting on intrinsic

challenges posed by my natural inclinations and the external environment. This segment offers

insights into how educational experiences can act as fertile ground for nurturing leadership

qualities despite the absence of formal authority.

Furthermore, the paper emphasizes the core values integral to my leadership behaviour,

highlighting the significance of integrity, humility, reliability, and loyalty. These values are not just

abstract concepts but are manifested through tangible actions and decisions that define my

leadership style. The culmination of this reflective journey is formulating a development plan to

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achieve specific leadership goals. This plan is not just a theoretical construct but a living

document that evolves with daily practices, interactions with inspirational leaders, and constant

self-motivation.

I believe that effective leadership is paved with continuous learning, adaptability, and an

unwavering commitment to personal and professional development. I hope that this paper

inspires you to embark on a similar journey of introspection and growth. Furthermore, the paper

emphasizes the core values integral to my leadership behaviour, highlighting the significance of

integrity, humility, reliability, and loyalty. These values are not merely abstract concepts but are

manifested through tangible actions and decisions that define my leadership style.

The culmination of this reflective journey is formulating a development plan to achieve

specific leadership goals. This plan is not just a theoretical construct but a living document that

evolves with daily practices, interactions with inspirational leaders, and constant self-motivation.

"My Personal Transformation" is more than an assignment; it mirrors my evolving leadership

philosophy. It invites the reader to embark on a similar journey of introspection and growth,

understanding that effective leadership is paved with continuous learning, adaptability, and an

unwavering commitment to personal and professional development.

My Definition of Leadership

There are many definitions of leadership, and there is no clear consensus amongst texts

and scholars. Leadership definitions have also changed over time based on the dominant theories

of the time. However, there are some themes that are evident in the way leadership has been

defined. Many definitions are similar in that leadership is a process of exerting influence, whether

that’s over an individual (subordinate or follower) or a group of people. One such definition that

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recognizes leadership as an influence process is from House et al. (1999, p. 184): “The ability of

an individual to influence, motivate, and enable others to contribute toward the effectiveness

and success of the organization …”.

There are far more ways in which leadership definitions differ than are similar. One of

these ways is the importance of the individual traits or behaviour in the outcome, compared to

the role of the relationship between the leader and follower(s), leader and situation, or both.

One definition that highlights this difference is the following: “leadership is a formal or informal

contextually rooted and goal-influencing process that occurs between a leader and a follower,

groups, of followers, or institutions” (Antonakis & Day, 2018, p. 5).

Traits of a Leader

The trait approach to leadership is based on the fundamental concept that “leaders are

born, not made” – that leaders have innate qualities (traits) that make them predisposed to being

a leader, and not everyone possesses these traits. Research looking at pairs of twins have

suggested that this is partly true (some aspects of leadership is innate) (Tellegen et al., 1988)

although consistent, defining traits weren’t evident across studies and research, so more recent

research has been focused on examining behaviour approaches to leadership (for example

Kouzes & Posner, 2023). Some key traits that have been identified over time include intelligence,

confidence, charisma, determination, sociability and integrity (Northouse, 2021).

The power-influence approach to leadership examines the power held or given to an

individual based on their role, the situation, or followers, and how these types of power can be

used to influence. The dominant model in regards to this approach is the bases of social power

from French and Raven (1959). The five sources of power are expert power (held by the leader,

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based on their knowledge); referent power (influence due to relationship between leader and

follower); reward power (power due to control or allocation of resources); coercive power

(negative sanctions or punishments the leader can administer); and legitimate power (power due

to the formal role of the leader). The power-influence approach differs from the trait approach

as it takes the relationship between the leader, follower and situation into account, whereas the

trait approach focuses primarily just on the qualities of the leader. These models overlap in that

leaders with the key traits identified above may be able to more effectively utilize their power

for influence. For example, a leader with strong sociability traits is likely able to utilize referent

power based on the strength of their ability to create strong relationships.

Difference Between a Manager and a Leader

While both managing and leading are about influencing a group of people, leadership is

more related to influencing and inspiring change, whereas management is about influencing to

establish order and efficiency to the work that needs to be done. Mintzberg (1973, in Yukl 2013)

classified managerial roles into ten categories – one of which is the leader role. However, Yukl

(2013) recognizes that the leader role is present in all other managerial roles to some degree.

Thinking about managing and leading as two separate functions can be problematic, as there is

much overlap between the two roles. O’Leary (2016) captured the distinction and overlap well:

Certain behaviours and activities are common to the effective demonstration of both

leadership and management. The crucial difference – maybe the only difference — is the

focus of the person carrying them out. Focus more on people and you’ll demonstrate

leadership, more on results and you’ll perform management; but what you’re

actually doing may not be that different.

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 Leadership has traditionally been thought of as the more visionary role, setting strategic

priorities and inspiring large-scale change, while management is tasked with operationalizing that

vision. Another way of looking at the relationship is that management is a formal role (therefore

has legitimate power), but a manager may not be considered a leader in the organization based

on the way they work with the team. Leaders can be found at all levels in an organization and

may never have a formal title that indicates leader, but people in the organization look to that

person for guidance or inspiration and they may influence change upward or laterally in the

organization.

My Leadership Perspective

Authentic leadership is evident in my workplace, particularly demonstrated by the

director of my department. Authentic leaders, as defined by Gardner et al. (2005) are leaders

who:

(a) know who they are and what they believe in; (b) display transparency and consistency

between their values, ethical reasoning and actions; (c) focus on developing positive

psychological states such as confidence, optimism, hope, and resilience within

themselves and their associates; (d) are widely known and respected for their integrity.

The director of my department is passionate about the work we do, and there is strong

alignment in their personal interests and the nature of our work (a book and film festival focusing

on mountain culture and adventure sports). They inspire the team to deliver the festival and tour

events that are of an exceptional quality through a focus on positive outcomes, trust in the team

and everyone’s individual strengths, and optimism that (particularly through the last few

uncertain years with COVID-19) encourages everyone in the team to give their best. Our director

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is well known in the mountain culture festival landscape, and is regularly approached to sit on

juries for other festivals and competitions, speaking to the respect for their knowledge and

integrity. Another practice of a current leadership theory that is evident in my workplace is

related to emotional intelligence. Emotional intelligence is a more recent focus of the trait

approach (although could also be argued that it falls under the behaviour approach because it

can be learned). Emotional intelligence in the context of leadership is defined by Lopez-Safra

(2012) as:

…The result of an adaptive interaction between emotion and cognition that includes the

ability to perceive, assimilate, understand, and handle one’s own emotions and the

capacity to detect and interpret the emotions of the others.

A female director of a traditionally male-dominated department utilizes emotional

intelligence to lead her team, understanding her own emotions and those of her team. Even

when her opinions on a topic differ, she understands that there are certain ways to work with

her team that are more effective based on their emotional needs, and will prime other teams in

advance to ensure working relationships are as positive as possible, given the needs of her team.

The respect shown to her by a team that has often been at odds with their director is a strong

indicator of her effectiveness as a leader, as they feel supported by her actions.

My insightful leadership conversation was with a friend who works in the post-secondary

sector as a student counsellor, who I’ll call Stevie. The two leadership themes that emerged from

our conversation were the importance of the collaborative nature of leadership, and leadership

as a support from below. Given the nature of their work, a lot of their leadership is in one-on-

one contexts, and they highlighted the importance of relationship between individuals. Their

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perspective was that you can’t lead without trust and communication that goes both ways,

regardless of the power dynamics of the relationship. The second theme of our conversation was

the concept of leadership as support from below. Their experience with effective leadership has

been where their leader has started with an assumption that Stevie knew how to do their role

best, but it was very clear the leader was there to guide as needed. This is how Stevie aims to

lead as well, considering themselves as secure base so that individuals can start from a place of

confidence to try new things but know that Stevie is there for expertise and support.

The key insights I gained from this conversation were that leadership can happen in all

sorts of conversations and situations, and to not underestimate the impact words and behaviour

can have, as well as the importance in some situations to not have expectations or goals about a

specific outcome – sometimes the best results come from a starting place of sharing feelings or

thoughts without any ulterior motives to change behaviour or get a specific result.

Leadership SWOT Analysis

Strengths

1. Empathy and Understanding: As a university instructor, your ability to empathize with

students and colleagues can create a supportive and inclusive environment.

2. Communication Skills: Strong communication skills, essential for effective teaching, can

also aid in clear and impactful leadership.

3. Adaptability: Adapting to various teaching and leadership scenarios, especially in

diverse educational settings.

4. Knowledge and Expertise: Deep understanding in your fields of social sciences and

human rights contributes to informed decision-making and thought leadership.

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Weaknesses

1. Time Management: Balancing teaching, research, and leadership roles can stretch your

time-management skills.

2. Delegation: As a passionate educator and leader, you might need to help delegating

tasks, preferring to handle critical elements personally.

3. Risk-Taking: A tendency to avoid risks, common in academic settings, may limit

innovative leadership approaches.

4. Conflict Resolution: Balancing empathy with the need to address and resolve conflicts

decisively can sometimes be challenging.

Opportunities

1. Networking and Collaboration: Opportunities to collaborate with other educators,

leaders, and organizations for mutual growth and knowledge exchange.

2. Professional Development: Engaging in continuous learning and development programs

to enhance leadership skills.

3. Innovative Educational Practices: Exploring and integrating new teaching methods, like

Photovoice, to enhance your leadership in educational settings.

4. Mentorship Roles: Opportunities to mentor and influence the next generation of

leaders and educators.

Threats

1. Technological Changes: Rapid technological advancements could require constant

upskilling and adaptation.

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 2. Resource Limitations: Constraints in funding and resources in educational settings could

impact leadership initiatives and programs.

3. Changing Educational Landscapes: Shifts in educational policies and student

demographics require constant recalibration of leadership strategies.

4. Burnout: The high demands of balancing multiple roles can lead to burnout, impacting

leadership effectiveness.

Leveraging Strengths and Developing Weaknesses

I will leverage my strengths to create meaningful relationships with people in my work

and school life. I will do this by using emotional intelligence, communication, honesty and

humility. In these relationships, I will seek to support them just as I hope for them to support me.

With these meaningful relationships built off of trust and transparency, I will be able to receive

feedback on my behaviours and improvements regarding my effectiveness as a leader.

To address my weaknesses, I plan on creating goals and implementing long term practices

in order to break habits and come out of my comfort zone. I will tackle my sensitivity by focusing

on the real meaning of messages rather than the personal inflection attached. I must learn not

to take things too personally, and take away only the constructive elements of a message. On a

daily basis, I will try to be more decisive and confident in my decision making to avoid being too

passive. I can practice nurturing my ambition by reading daily motivation quotes that help me

constantly push myself towards achieving my goals.

Barriers and Opportunities to Success

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 The biggest barrier that I face in developing my leadership strategy and reaching my goals

is myself. I am very used to staying in my comfort zone and not venturing outside of it. Naturally,

I am not very outspoken or confident with a drive to test out leadership strategies with other

people. It will take a lot of self-discipline and motivation to not continually hold myself back.

Another barrier I face is the setting that I find myself in at this point of my life. Currently, I am not

close to becoming a leader with any formal authority in a work setting. While leaders with no

formal authority can also be highly effective, it may be difficult to practice traditional strategies

in an untraditional setting (Northouse, 2018).

Post-secondary education presents the opportunity to practice leadership qualities in a

team/group setting. I can develop my ability to collaborate with others and work alongside

people I did not explicitly choose to be around. School projects are temporary, and any mistakes

made will not be as detrimental to my reputation or progression as they would be in a work

setting.

Values in Leadership Behaviour

My values lie in a person’s integrity and humility, reliability, and loyalty. This translates

into my behaviour through actions such as working silently. I let actions speak louder than my

words and do not boast about my accomplishments. I practice punctuality and a strong work

ethic to display reliability. Lastly, I display loyalty through my commitment to defending the

reputation and well-being of any organization or team that I may be a part of.

Development Plan to Achieve Goals

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1-Year Leadership Development Plan

1. Enhance Communication Skills: By June 2024, I will enroll in and complete at least two

advanced communication workshops to enhance my ability to convey ideas effectively

in both teaching and leadership roles.

2. Time Management Mastery: Within the next three months, I will identify and

implement a new time management tool, aiming to increase my efficiency in balancing

teaching, research, and administrative tasks by 20%.

3. Networking and Collaboration: By the end of 2023, I will initiate and participate in at

least three collaborative projects, either within my university or with external partners,

to expand my professional network.

4. Mentorship Engagement: By September 2023, I will either find a mentor for my

personal leadership development or begin mentoring a junior colleague or student, with

the aim of holding bi-weekly mentorship sessions.

5. Feedback Mechanism: Starting next month, I will establish a monthly feedback session

with my peers and students to assess and improve my leadership style, incorporating

their feedback into my practices.

3-Year Leadership Development Plan

1. Professional Development Courses: By the end of 2025, I will complete a

comprehensive leadership development program or relevant courses to deepen my

understanding of advanced leadership concepts.

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 2. Innovative Leadership Initiatives: By mid-2025, I will initiate or lead a significant project

or program at my university, employing innovative methods or interdisciplinary

approaches, and achieving measurable success in its implementation.

3. Publication and Research: By 2026, I aim to publish at least two research articles or

papers on leadership in education, contributing to thought leadership in my field.

4. Expand Your Role: Within the next three years, I will actively seek and acquire a role

that expands my responsibilities, such as leading a department or managing larger

teams, to enhance my leadership experience.

5. Diversity and Inclusion Advocacy: By 2026, I will be actively involved in at least two

committees or initiatives that promote diversity, equity, and inclusion within my

university or community.

5-Year Leadership Development Plan

1. Strategic Leadership Position: By 2028, I aim to secure a strategic leadership role within

the university, such as a senior administrative position, where I can significantly

influence policy and decision-making.

2. Contribute to Educational Policy: By 2028, I will engage in and contribute to at least

three regional or national forums or committees that influence educational policy,

leveraging my experience and expertise.

3. Expand International Networks: Over the next five years, I plan to develop international

collaborations and networks, participating in or organizing at least three global

conferences or seminars.

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 4. Leadership Mentoring Program: By 2028, I will develop or lead a mentoring program for

emerging leaders in my field, aiming to mentor at least five individuals, sharing my

experiences and insights.

5. Personal Leadership Brand: By 2028, I will establish a strong personal leadership brand,

marked by at least five speaking engagements and a consistent publication presence, to

enhance my visibility and influence in my field.

Personal Development Plan

Applying Key Lessons to the Future

Throughout this course, I have taken very many personality tests and surveys. They have

helped me to understand what kind of a leader I am and what kind of leader I could be. Some of

the key lessons I have learned have been to do with connecting leadership plans with oneself.

Learning the different theories developed by other people is an effective way to learn about how

to develop your own leadership abilities. However, I have learned that pairing these theories with

your own learning style is key to long-term development. Understanding how you learn and what

helps you to succeed is crucial to maximizing your learning (Saylor Academy, 2012). In the future,

I will take time to assess leadership theories and compare them to my own learning and

leadership styles. I can blend the two together to make sure that I am maximizing my potential

for growth opportunity.

All of the tests I have taken have highlighted where my strengths lie. I have realized that

acknowledging our strengths are equally important as addressing our weaknesses. While the

strengths noted by the tests and surveys may have been accurate, I have not done much to apply

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them to my leadership style. I have consciously tried to develop those skills with no intention to

use them in a formal leadership setting. I can change this by developing strategic leadership plans

around the use of my strengths. One should not focus solely on weaknesses; it is our strengths

that have brought us the success we have already had.

My philosophy of leadership is strongly based on relationship, which aligns with the

behaviour approach to leadership (especially relationship-process behaviours), the relationship

approach, and relies on referent power as per the power-influence model. The definition that I

referenced in the first section of this assignment is one that resonates with me: “Leadership is a

formal or informal contextually rooted and goal-influencing process that occurs between a leader

and a follower, groups, of followers, or institutions” (Antonakis & Day, 2018, p. 5). I believe that

strong relationships are the basis of effective leadership, as they facilitate trust, and a more

efficient work environment as time is spent on the work, rather than on dealing with personality

issues.

As a leader, I don’t expect to be the expert on everything that my team does; however,

my role is to understand where everyone’s strengths and expertise lie, assign the work

accordingly, and help to remove barriers to ensure they can continue doing the work they’re

assigned to do. During the lead-up to our major event in the previous year, my team members

would approach regularly with questions, which highlighted the relationships we had built that

gave them trust to ask for help, knowing I would support them and be available to assist when

needed.

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SWOT Analysis of Leadership

Strengths

1. Empathy and Understanding: As a university instructor, your ability to empathize with

students and colleagues can create a supportive and inclusive environment.

2. Communication Skills: Strong communication skills, essential for effective teaching, can

also aid in clear and impactful leadership.

3. Adaptability: Adapting to various teaching and leadership scenarios, especially in

diverse educational settings.

4. Knowledge and Expertise: Deep understanding in your fields of social sciences and

human rights contributes to informed decision-making and thought leadership.

Weaknesses

1. Time Management: Balancing teaching, research, and leadership roles can stretch your

time-management skills.

2. Delegation: As a passionate educator and leader, you might need to help delegating

tasks, preferring to handle critical elements personally.

3. Risk-Taking: A tendency to avoid risks, common in academic settings, may limit

innovative leadership approaches.

4. Conflict Resolution: Balancing empathy with the need to address and resolve conflicts

decisively can sometimes be challenging.

Opportunities

1. Networking and Collaboration: Opportunities to collaborate with other educators,

leaders, and organizations for mutual growth and knowledge exchange.

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 2. Professional Development: Engaging in continuous learning and development programs

to enhance leadership skills.

3. Innovative Educational Practices: Exploring and integrating new teaching methods, like

Photovoice, to enhance your leadership in educational settings.

4. Mentorship Roles: Opportunities to mentor and influence the next generation of

leaders and educators.

Threats

1. Technological Changes: Rapid technological advancements could require constant

upskilling and adaptation.

2. Resource Limitations: Constraints in funding and resources in educational settings could

impact leadership initiatives and programs.

3. Changing Educational Landscapes: Shifts in educational policies and student

demographics require constant recalibration of leadership strategies.

4. Burnout: The high demands of balancing multiple roles can lead to burnout, impacting

leadership effectiveness.

How to Overcome Future Challenges

In the future, I expect to be faced with challenges mostly to do with inexperience. I do not

have much practice being a formal leader, and would have to make some mistakes along the way.

To overcome them, I plan to use a mentor to my full advantage and consult with them when I am

unsure of what to do. I expect to struggle with not being as effective a leader as I would be with

more experience. I will learn to forgive myself for not yet knowing how to be a good leader in all

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situations. It is my own drive and motivation to continually improve that will carry me through

those challenges.

I consider myself a dependable, approachable, and proactive leader. I'm people-focused,

putting strong emphasis on relationships within and between teams to help drive successful

outcomes. Practically, this looks like regular check-ins with my direct reports; setting up regular

meetings with other departments in the lead-up to events to provide an opportunity to review

upcoming deadlines and challenges before they become big issues; picking up the phone to speak

with a colleague rather than relying solely on email communication; and putting trust in my team

that they know how to do their roles but being there to provide support and authority when

needed for a decision or conflict with another department.

My Leadership Style

Personally, I like to lead by example. If I display exemplary behaviour, I should hope for

others to notice this and behave in a similar manner. In a formal setting I tend to take a Theory X

approach to leadership. I am working towards transitioning this into a Theory Z style. This means

that I will be less of a micro manager and put more trust and responsibility in the people I lead

(Northouse, 2018). Leadership is a working relationship of exchange, and leaders need to be

willing to let their followers contribute and be a part of the decision-making process.

They have valuable insights and should have a sense of involvement. I tend to display both

task and relationship-oriented styles of leadership. The task orientation is shown through my

need for clear guidelines and schedules to be followed (Northouse, 2018). Tasks need to be

completed before moving on to the next step to remain efficient and organized. Finishing a task

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gives a sense of completion and accomplishment that can help to track progress. I use a

relationship-oriented style of leadership by making sure that I have open and friendly

relationships with my coworkers or followers. Work becomes enjoyable when you are working

with people you like to be around. It is more motivating to work for your team rather than just

the sake of work. Through communication and transparency of intentions, the relationships

create a strong sense of unity and teamwork.

Actionable Takeaways

This paper made me realize I need to work on several aspects of my leadership skills:

Enhancing Communication Skills

• Takeaway: Regularly practice active listening in daily interactions to improve empathy and

understanding.

• Action Step: Set a goal to attend at least one communication workshop or seminar each quarter

to continually refine your communication skills.

1. Mastering Time Management

• Takeaway: Effective time management is key to balancing diverse responsibilities.

• Action Step: Experiment with different time management techniques (like the Pomodoro

Technique or Eisenhower Box) and adopt the one that best suits your workflow.

1. Expanding Networking and Collaboration

• Takeaway: Networking is not just about building contacts but about building meaningful

relationships.

• Action Step: Initiate at least one new professional relationship each month, whether through

LinkedIn, professional associations, or university events.

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 Engaging in Mentorship

• Takeaway: Mentorship is a two-way street that benefits both the mentor and mentee.

• Action Step: Actively seek a mentor or mentee relationship and schedule regular, structured

meetings to discuss goals, challenges, and progress.

Establishing a Feedback Mechanism

• Takeaway: Continuous feedback is crucial for leadership growth.

• Action Step: Implement a monthly feedback session with your team or colleagues, and use the

insights to refine your leadership approach.

Professional Development through Courses

• Takeaway: Continuous learning is essential for leadership development.

• Action Step: Enroll in at least one leadership or professional development course annually,

focusing on areas you wish to improve or learn more about.

Leading Innovative Initiatives

• Takeaway: Innovation in leadership can drive significant organizational change.

• Action Step: Spearhead or participate in a project outside your comfort zone to challenge and

grow your leadership skills.

Publishing Research and Articles

• Takeaway: Sharing knowledge contributes to the wider community and establishes your

thought leadership.

• Action Step: Start a blog or contribute articles to relevant publications or academic journals,

aiming for at least two publications a year.

Advocating for Diversity and Inclusion

• Takeaway: Active advocacy for diversity and inclusion is a moral and strategic imperative in

leadership.

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 • Action Step: Participate in or start initiatives that promote diversity and inclusion within your

organization or community.

Preparing for Strategic Leadership Roles

• Takeaway: Aspiring for higher leadership roles requires preparation and foresight.

• Action Step: Develop a five-year career plan outlining the steps needed to achieve your desired

leadership position, including skill development, networking, and gaining relevant experience.

Leadership Goals:

1-Year Leadership Development Plan

1. Enhance Communication Skills: By June 2024, I will enroll in and complete at least two

advanced communication workshops to enhance my ability to convey ideas effectively in both

teaching and leadership roles.

2. Time Management Mastery: Within the next three months, I will identify and implement a new

time management tool, aiming to increase my efficiency in balancing teaching, research, and

administrative tasks by 20%.

3. Networking and Collaboration: By the end of 2023, I will initiate and participate in at least three

collaborative projects, either within my university or with external partners, to expand my

professional network.

4. Mentorship Engagement: By September 2023, I will either find a mentor for my personal

leadership development or begin mentoring a junior colleague or student, with the aim of

holding bi-weekly mentorship sessions.

5. Feedback Mechanism: Starting next month, I will establish a monthly feedback session with my

peers and students to assess and improve my leadership style, incorporating their feedback into

my practices.

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3-Year Leadership Development Plan

1. Professional Development Courses: By the end of 2025, I will complete a comprehensive

leadership development program or relevant courses to deepen my understanding of advanced

leadership concepts.

2. Innovative Leadership Initiatives: By mid-2025, I will initiate or lead a significant project or

program at my university, employing innovative methods or interdisciplinary approaches and

achieving measurable success in its implementation.

3. Publication and Research: By 2026, I aim to publish at least two research articles or papers on

leadership in education, contributing to thought leadership in my field.

4. Expand Your Role: Within the next three years, I will actively seek and acquire a role that

expands my responsibilities, such as leading a department or managing larger teams, to

enhance my leadership experience.

5. Diversity and Inclusion Advocacy: By 2026, I will be actively involved in at least two committees

or initiatives that promote diversity, equity, and inclusion within my university or community.

5-Year Leadership Development Plan

1. Strategic Leadership Position: By 2028, I aim to secure a strategic leadership role within the

university, such as a senior administrative position, where I can significantly influence policy and

decision-making.

2. Contribute to Educational Policy: By 2028, I will engage in and contribute to at least three

regional or national forums or committees that influence educational policy, leveraging my

experience and expertise.

3. Expand International Networks: Over the next five years, I plan to develop international

collaborations and networks, participating in or organizing at least three global conferences or

seminars.

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 4. Leadership Mentoring Program: By 2028, I will develop or lead a mentoring program for

emerging leaders in my field, aiming to mentor at least five individuals sharing my experiences

and insights.

5. Personal Leadership Brand: By 2028, I will establish a strong personal leadership brand, marked

by at least five speaking engagements and a consistent publication presence, to enhance my

visibility and influence in my field.

Leadership philosophy

“Leadership is a never-ending development process that requires support from both

followers and leaders that should envelop trust through relationships and drive to collaborate and

work together effectively to complete tasks. My leadership philosophy is based on the principle

that everyone is equally important to operations and should be treated with respect and dignity

when working towards achieving a common goal.”

I created this statement using four considerations based off of an article written by Anastasia

Belyh in Cleverism and Indeed’s career guide article (Belyh, 2018) (Indeed, 2020).

1. Theory: Leadership is the ability to influence and motivate others through relationships

between leaders and followers.

2. Attitude (approach to leadership): Leadership is a process of ongoing development and

growth. Everyone learns through different methods at their own pace. We must recognize

these differences and adapt accordingly.

3. Guiding Principles: Everyone should be treated with equality, respect and dignity. Values

may be relevant to expected behaviour but one should not have fear of being dismissed

as an inferior or overconfident as a superior.

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 4. Behaviour (what I do to ensure my desired outcome): Listening to others and receiving

input from others is the foundation of creating relationships of trust and confidence.

Leaders must be able to provide and receive support from followers when needed.

Conclusion

As I come to the end of my introspective journey, "My Personal Transformation," I am

filled with a deep understanding and renewed purpose. This exploration has been a testament

to my growth as a leader and has shown me the path I should take in the future. I have learned

many lessons through this process. Firstly, leadership is not a static concept but an evolving

journey that intertwines personal growth with professional development. By analyzing my

strengths, such as emotional intelligence, empathy, communication, and humility, I have come

to understand the power of authentic leadership. I have learned that leadership is less about

commanding from the front and more about walking alongside your team, guiding with a steady

hand and an open heart. It has been a pivotal moment to recognize that my weaknesses, such as

sensitivity, passivity, and the need for clear direction, are not obstacles but opportunities for

growth. It reinforces the idea that leadership is as much about self-awareness as it is about

influence.

This exploration has also taught me about the leader-follower dynamic. Leadership is not

a solo performance but a symphony of collaborative efforts where each individual's contribution

is vital. The discussions on the difference between a manager and a leader have been particularly

enlightening. They emphasized that while management focuses on processes and structures,

leadership thrives on vision and change.

25
 Reflecting on the ethical dimensions of leadership, especially in the dynamic and diverse

field of tourism, has instilled in me the importance of leading with integrity and inclusivity.

Recognizing the value of every individual, irrespective of their cultural, ethnic, or social

background, is not just an ethical imperative but a strategic advantage in the global marketplace.

Moving forward, my leadership journey does not end here. It transitions into a new phase,

where the lessons learned become the foundation for future actions. My development plan,

centred around leveraging strengths and addressing weaknesses, is a living testament to my

commitment to continuous growth. Engaging with inspirational leaders, embracing daily

motivational practices, and fostering strong, trust-based relationships will be the cornerstones

of my approach.

Moreover, I am aware of the challenges that lie ahead. Stepping into leadership roles,

especially in unknown territories, will require courage, adaptability, and resilience. My resolve to

be a leader who listens, empathizes, and empowers will be crucial in navigating these challenges.

The realization that leadership is a shared journey, one that flourishes on collaboration and

mutual respect, will guide my steps.

In conclusion, "My Personal Transformation" is more than just a reflective paper. It is a

beacon that illuminates my path forward. It reaffirms my belief that authentic leadership is about

creating a legacy of positive impact, inspiring change, and fostering an environment where every

voice is valued and every potential is realized. difference—one. As I continue on this path, I am

equipped not only with knowledge and insights but also with an unwavering commitment to be

a leader who makes a difference – one relationship, one decision, and one step at a time.

26
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