Personal Leadership Development

Myself as Leader, Coach and Manager - Personal Development As the branch manager of Well Fargo Advisors in Chicago, I would aim for an open, honest translational leaderships style with multiple tools for my skill set. Leadership can be seen as a series of structured relationships- which facilitate and guide performance, growth and development. Being a coach has been described as an advanced form of leadership, just like my Cross Country coach in high school, I plan on having an inclusive, interactive and open communicative coaching style. Kemp (2009) states the essence of leadership is the desire to serve another and to serve something greater than ourselves. I have that desire to be a great leader and coach, I understand that it takes

This involves development of such traits as compassion, mindfulness and hope within myself before attempting to lead and support my team in their growth and performance efforts. I understand that my unique experiences and psychological make-up influence my perceptions of others, so I will have to learn how to manage my own unique behaviors, cognition, perceptions, emotions and schemata within the coaching relationship (Kemp, 2009). According to Kemp (2009), once the initial introspection, surfacing and awareness raising phase are complete a leader can develop a deeper understanding and awareness of her unique strengths and weaknesses as a coach, this becomes a foundation for continued reflection and processing to develop a better understanding of her "self". Once I complete this, I would construct a Self-Management Plan (SMP) to include a map of my potential biases, blind spots and conditioned beliefs. I can identify triggers or cues for problematic behavior and create scenarios with disruptive behavior dialogue and practice positive affirmations for periods of doubt and anxiety. I could create mechanisms and strategies for limiting negative effects

Social interdependence theory (SIT) argues that there are structural and social team level attributes that buffer against these detrimental side effects. Promotive interactions among team members enhance joint goal achievement, while contrient behaviors result in some members reaching goals at the expense of others. Teams with promotive interactions outperform those with contrient actions. (de Jong et al., 2014). de Jong et al. (2014) found top down mechanisms of task-interdependence and team member exchange (TMX) act as a buffer against the adverse effects of negative relationships on teams. I would create a team model for high quality interpersonal interactions and high levels of task interdependence for a resultant harmonious, goal directed team. The increased involvement in each others project goal requires continued communication which helps to assure that in the end the goal will be achieved. Implementing the Coalesced authority, power and influence (CAPI) model, I would work on assuring that I have the power to make the necessary changes, that the stakeholders are "on board" with the plan and goals and that I have the team players with the needed expertise to achieve our goals (Shetach, 2012). In order to increase the likelihood of