Management and Development Plan

Change Management and Development Plan Using a self-assessment that reflects your proficiency on leadership competencies related to change, develop a specific actionable development plan to increase your personal effectiveness. By successfully completing, you will demonstrate proficiency in the following competencies: ? Assess the personal competencies that enable leaders to become more effective change leaders. ? Communicate effectively in a professional manner. Instructions: Using the Agile Leader Self-Assessment (attached), create a development plan which includes the following: ? Identify personal change-related leadership competencies targeted for development. Consider one or two competencies to focus on. ? Support with a rationale the importance of each identified change-related leadership competency. ? Develop an action plan for each change-related leadership competency. Include at least four actionable steps for each identified competency. ? Explain action steps for improving each change-related leadership competency. Be as specific as you can in explaining your deliberate experimentation of increasing your effectiveness. ? Develop a timeline for each action step, including a target date for assessing progress. Use the next six-month period for the timeline. The development plan should be written coherently to support a central idea. References: Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented toolkit (3rd ed.). Thousand Oaks, CA: Sage. ISBN: 9781483359304. Partner Site: Sage. (2016). Organizational change: An action-oriented toolkit. Retrieved from https://study.sagepub.com/cawsey3e Dallas, H. J. (2015). Mastering the challenges of leading change: Inspire the people and succeed where others fail. Hoboken, NJ: Wiley. ISBN: 9781119102205. Hall, G. (2009). Tribal leadership: An interview with David C. Logan and John King. Reflections, 9(3-4), 15–19. Horney, N., Pasmore, B., & O'Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. People and Strategy, 33(4), 32–38. Kegan, R., & Lahey, L. L. (2001). The real reason people won't change. Harvard Business Review, 79(10), 84–92. Ayad, M. (2014). Kotter's 8 step organizational change model [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=jKXuTMfcO5c BCODN. (2012). An evening with Robert Kegan and immunity to change [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=FFYnVmGu9ZI Center for Values Driven Leadership. (2011). Understanding the VUCA world with Bob Johansen and David Small [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=KJqCPFzq6kU Gallos, J. (Ed.). (2006). Organization development: A Jossey-Bass reader. San Francisco, CA: Jossey-Bass. Cohen, A. R., & Bradford, D. L. (2005). The influence model: Using reciprocity and exchange to get what you need. Journal of Organizational Excellence, 25(1), 57–80.