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CLA 2 Week 7

Leonel Franco Garcia Mesas

Westcliff University

LDR500/232-202-A Organizational Leadership

Colleen Meyer

12/09/2023
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Introduction

Leadership is a vital aspect of personal and professional growth. In this paper, we will

explore three key leadership concepts gained from the course and create a practical Leadership

Improvement Plan. By drawing on my experiences as a project engineer, we will bridge

theoretical concepts with real-world applications, aiming to enhance leadership skills in a

tangible and meaningful way.

Leadership Performance

Model the Way: One of the foundational leadership concepts is the imperative of

modeling the way. Leaders who set positive examples create cultures of accountability and

integrity within their teams. As a project engineer, I encountered a situation where project

timelines were at risk due to unexpected challenges. Instead of compromising on quality, I chose

to work extra hours and encouraged my team to follow suit. This commitment to meeting high

standards resonated with the team and instilled a sense of dedication. Research supports the idea

that leaders who exemplify ethical conduct positively impact organizational culture and

employee morale (Shafique et al. , 2020).

Inspire a Shared Vision: Another critical leadership concept is the ability to inspire a

shared vision. Leaders who articulate compelling visions motivate their teams to strive for

common goals. In my workplace, a major project required a significant shift in strategy to meet

evolving client needs. I took the initiative to communicate a revised vision that not only

addressed immediate concerns but also aligned with the long-term goals of the team. This

experience highlighted the transformative power of visionary leadership in driving collective

efforts toward a shared objective. Research by Bass and Riggio (2006) emphasizes the role of

vision in providing a sense of direction and purpose, contributing to organizational success.

Enable Others to Act: Effective leadership involves empowering others to act and

fostering collaboration. This concept became evident in a team project where a leader

encouraged open communication and empowered team members to contribute their unique

strengths. In my role as a project engineer, I facilitated cross-functional collaboration between

design and construction teams, fostering an environment where diverse perspectives were

valued. The result was increased creativity, enhanced problem-solving and a more cohesive and

high-performing team. Studies indicate that teams led by empowering leaders exhibit higher

levels of innovation and job satisfaction (Zhu et al., 2015).

Continuous Learning and Adaptation: In the fast-paced and ever-evolving field of

project engineering, continuous learning and adaptation are integral components of effective

leadership. Leaders who commit to ongoing professional development stay informed about

emerging trends and are better equipped to navigate complexities. This concept emphasizes the

importance of staying curious, seeking new knowledge and adapting leadership approaches

based on evolving project dynamics. It is a recognition that leadership is a dynamic journey

requiring a commitment to staying relevant and responsive to changing circumstances Kouzes &

Posner (2006).
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Leadership Improvement Plan

Recognizing the significance of leadership in my role as a project engineer, the

Leadership Improvement Plan has been crafted to drive meaningful enhancements in specific

areas. This plan comprises actionable steps, distinct timelines, practical methodologies and the

allocation of necessary resources.

Modeling the Way:

What: Demonstrating ethical behavior and transparency consistently.

When: Starting immediately and ongoing.

How: Actively seeking opportunities to uphold ethical standards, communicating

transparently with team members and integrating ethical considerations into decision-making.

Resources: Engaging in ethical leadership workshops, seeking mentorship from ethical

leaders and incorporating ethical decision-making frameworks.

Practical Application: In an upcoming project, I will establish a comprehensive code of

ethics that aligns with industry standards and project requirements. This code will serve as a

guide for the team, and during project meetings, I will emphasize the importance of ethical

conduct by discussing real-world scenarios and eliciting input from team members.

Example: When facing a budget constraint, I will openly discuss potential cost-cutting

measures with the team, highlighting the importance of maintaining transparency and ethical

financial practices even in challenging situations.

Inspiring a Shared Vision

What: Communicating a compelling vision that aligns with organizational and team

goals.

When: At the beginning of each project and periodically throughout.

How: Conducting vision workshops with the team, aligning project goals with

organizational objectives, and emphasizing the collective impact of the team's work.

Resources: Participating in vision-building seminars, seeking feedback from team

members, and studying successful vision implementation in other projects.

Practical Application: In an upcoming project kickoff meeting, I will facilitate a

comprehensive visioning session, encouraging team members to express their aspirations for the

project. This shared vision will be visualized through collaborative tools and regularly revisited

to ensure alignment.

Example: As the project progresses, I will organize monthly vision review sessions,

discussing achievements, challenges and adapting the vision as necessary. This iterative

approach will ensure that the team's efforts remain focused and motivated.

Enabling Others to Act:

What: Fostering open communication, collaboration and empowerment within the team.

When: Throughout the project lifecycle, with a focus on the initial stages.

How: Implementing collaborative tools, establishing regular team communication

channels and providing opportunities for team members to contribute their unique strengths.

Resources: Attending collaborative leadership workshops, integrating collaborative

project management tools, and seeking feedback on team dynamics.

Practical Application: In an ongoing project, I will introduce a project management

platform that enhances collaboration and communication. I will actively encourage team

members to share ideas and provide constructive feedback, creating an environment that

empowers individuals to contribute effectively.

Example: During weekly team meetings, I will implement a rotating role system where

team members take turns leading discussions. This approach ensures that every team member

feels valued and has the opportunity to contribute to decision-making processes.

Continuous Learning and Adaptation:

What: Committing to ongoing professional development and staying informed about

emerging leadership trends.

When: Regularly throughout the year, with a focus on targeted workshops and

conferences.

How: Attending leadership conferences, participating in project management workshops

and incorporating new methodologies into leadership practices.

Resources: Subscribing to leadership journals, joining professional networks and

engaging in mentorship with experienced leaders.

Practical Application: I will initiate a knowledge-sharing session with the team,

incorporating insights gained into our project management approach. This proactive approach

ensures that the team benefits from the latest industry trends.

Example: I will encourage team members to explore relevant professional development

opportunities by allocating a portion of the project budget specifically for skill-building. This

initiative demonstrates a commitment to the continuous growth of individuals within the team.
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Conclusions

In conclusion, this meticulously crafted Leadership Improvement Plan reflects a

commitment to not only understanding theoretical concepts but also implementing them in the

real-world context of project engineering.

As a Project Engineer, the practical applications and examples embedded within each

facet of the plan are designed to create a dynamic and adaptive leadership approach. By instilling

a culture of ethical conduct, establishing and revisiting a shared vision, fostering open

communication and committing to continuous learning, this plan endeavors to bring about

transformative leadership within project teams.

The integration of ethical decision-making, visioning, collaborative leadership and

ongoing learning serves as a strategic blueprint for navigating the multifaceted challenges

inherent in project engineering. Each practical application is a tangible step toward creating a

team culture that values transparency, innovation and individual empowerment (Strike et al.,

2016).

Through the execution of this plan, I anticipate not only personal growth but also the

emergence of high-performing teams that are motivated, aligned with organizational goals and

equipped to tackle the complexities of modern project management. This journey towards

leadership excellence is not just a professional aspiration; it is a commitment to the continual

elevation of project engineering practices and the fostering of a positive and innovative working

environment.
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References

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.).

Kouzes, J. M., & Posner, B. Z. (2006). The leadership challenge (Vol. 3). John Wiley & Sons.

Shafique, I., Bashir, A., & Masood, N. K. (2020). How ethical leadership influences creativity

and organizational innovation: Examining the underlying mechanisms. [Ethical

leadership] European Journal of Innovation Management, 23(1), 114-133.

https://co20h91hk-mp01-y-https-doi-org.proxy.lirn.net/10.1108/EJIM-12-2018-0269

Strike, K. T., Sims, P. A., Mann, S. L., & Wilhite, R. K. (2016). Transforming professional

practice : A framework for effective leadership. Rowman & Littlefield Publishers, Incorporated.

Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and

follower voice and performance: The role of follower identifications and entity morality

beliefs. The Leadership Quarterly, 26(5), 702-718.