Executive summary

Introduction
The journey of Leadership starts since a person is a child when has the ability to influence
others, for instance, a child influences other children to choose a particular game or decide
which cloth to dress. But, is a person born as a leader or can be learned and developed?
According to Warren Bennis (n.d., as cited in Boerma at al., 2017), author of the book On
Becoming a Leader, “identifies several characteristics that leaders share: a guiding vision,
passion that provides hope and inspires others, integrity (which encompasses candour, maturity
and self-knowledge), curiosity, and the willingness to take risks. These are not traits that
individuals are born with and cannot change, but rather traits that are developed as a result of
life experiences. Leaders embrace opportunities, engage in skill development, and respond to
a set of external circumstances”. Thus, second author leadership is made and not born. In
contrast, Johnson at al. (1998) state that “Univariate genetic analyses revealed that
psychometric measures of leadership demonstrate moderate to large heritability in most
dimensions of the construct”. The last may have some influence but I believe what will
determine if the person will become a leader (and which type of leader) will be their
experiences throughout their lives. One of the most important characteristics of a leader is
empathy, because it will give assistance the leader to connect with the people and influence
others to become their followers, and empathy can be learned. But not only it can be developed,
other traits can be built up once the person is aware of the strengths and weakness, and then, it
is possible to create a plan to develop the first and surpass the last.

This paper will present my leadership plan considering the following sections: first of all, my
career vision, the second Leadership Style, the third, Self-understanding, the fourth, the Johari
Window Model, the fifth, development needs, the sixth, development actions and finally,
development success factors.

Career Vision

My career is a considerable sector of importance in my life because I look for activities that
bring me purpose. I usually make a research about an organization before applying for a job.
The company for who I choose to work must be according to my values which may directly
contribute to my satisfaction at work environment. Similarly, factors such as a potential to
learn, challenges, workplace culture and salary also play an important role in my decision
when choosing a company. The later can have the weight reduced when exists a huge
potential of learning new technologies, concepts, skills, frameworks, and so on.

Considering the impact that I want to bring to a company, just as I have been played multiple
roles in my career, I believe I am able to bring a high level of experience for a corporation I
am working for. In fact, I am keen to continue expanding my knowledge learning the
intricacies of the skills that an organisation has to offer.

Leadership Style
 Gallup Strengths Finder

The Clifton Strengths Finder test showed the result, revealing my top five strengths insights
that may define my personality. The first is Learner, who is eager to learn about diverse
subjects, focus on continuous development. The second is Restorative, who is talented to cope
with problems, like to discover what is not right and solve it, aim to reduce or eliminate their
weakness. The third is Connectedness who believes in interconnection among all things and
are welcome a diversity of people into their lives. The fourth theme is Activator who is
impatient and makes things happen by converting thoughts into action, have a gift for raising
a person’s self-esteem. The fifth and last theme is Input who craving to know more, collect and
archive all kinds of information, eagerly welcome opportunities to think out loud, acquire
knowledge more easily when they can talk with others, thoughts come alive for them when
questions are posed and answers are proposed (Silva, 2018).

In addition, the result indicated that my dominant strength is Strategic Thinking. This domain
has strong characteristics from Learner and Input themes which are constantly absorbing and
analysing information in order to figure out the reasons why things occurred the way they did.
The result also revealed that my personality indicates characteristics from Executing,
Relationship Building and Influencing domains which hold respectively the themes such as
Restorative, Connectedness and Activator (Silva, 2018).

 16 Personalities Test and Shadow Side

The test is based on Myers-Briggs Theory which reveals psychological preferences analysing
individual’s perception with the world around (NERIS Analysis, 2018), presented my
personality type as ENFJ-A, denominated “The Protagonist” and, according to NERIS
Analytics (2018), this profile is considered “leader, full of passion and charisma, firm believers
in the people. 2% percent of the population around the world they inspire others to achieve and
to do good in the world” (Silva, 2018).

Figure 1 – Silva (2018).

Additionally, as I wrote in my assignment Silva (2018), my shadow side, which is the opposite
of my personality type and needs to be developed, is presented as ISTP denominated as
“Virtuoso” personality and, according to NERIS Analytics (2018), they are considered who
“love to explore ideas through creating, troubleshooting, trial and error and first-hand
experience” (Silva, 2018).

Development Goal

Desired Outcomes

My skills are being developed throughout my life with experience in the workplace and
personal life. After taking Gallup Strength Finder I discovered others skills that had not realised
before and I have not developed them better due to do not be aware of them. Once I have
discovered these skills I could start to improve myself properly which I believe that It will help
me to achieve a leadership position as Program Management.

Self-Understanding

My self-understand is being developed through my work experience and personal life. On my

work experience, I received feedbacks from leadership who management directly and from co-
workers. Below a summary of some feedbacks received on the LinkedIn platform from
colleagues:

First, Oliveira (2011), who I was senior to him, highlighted leadership and interpersonal skills,
revealed that “Working with Helena was very gratifying, she is an excellent professional, very
proactive in her actions, willing to help everyone, and very responsible for her assignments as
Senior Analyst has made her grow too much in the project […]”. Oliveira’s feedback is
according to the 16 Personalities result which described me as “The Protagonist” who is able
to thrive in many diverse roles and levels of Seniority (Silva, 2018).

After that, Esmerio (2012) who led me for 3 years, highlighted some capabilities of mine when
mentioned that “Helena worked on my team as an analyst and has always demonstrated a lot
of application, method and responsibility in activities such as requirements analysis, Function
Point Analysis, budgeting and also managing internal projects for the Project Office [..]”.
Esmerio’s feedback is also according to the 16 Personalities result which, complementarily,
“The Protagonist” profile describes “[..] and is eager to help others” (Silva, 2018).

Finally, Gomes (2013), who was my client and led me in a large project, highlighted some
effectiveness of mine when declared “Helena is a professional committed to the objectives,
dedicated to the results and with a high level of responsibility. Great anticipation of risks,
always reporting perfectly and giving suggestions to get around them [..]”. Gomes’s feedback
is according to the StrengthsFinder test which revealed some of my strongest traits as a self-
taught person that yearning to learn more in order to apply this knowledge on daily basis
especially when dealing with problems where I am determined to generate flawless outcomes
(Silva, 2018).

 Johari Window Model

The Johari Window Model was build based on Gallup Strength Finder, feedbacks received
from colleagues and perception about myself:

Known to self Not Known to self

Open Area Blind Spot
Known to Others

 proactive
 committed to the objectives
 responsible
 dedicated to the results
 willing to help everyone
 anxious
 anticipation of risk
Not Known to Others

Hidden area Unknown

 make the most decisions based on

emotions  strategic thinking
 sometimes prioritizes others and self-  activator
neglect
Open Area
Characteristics perceived through self-awareness and also perceived by others as a product of
relationships on workplace and personal life.

Blind Spot
Characteristics perceived by others as a product of relationships in the workplace which until
be reveal was unknown to me.

Hidden Area
Characteristics known through self-awareness throughout my life.

Unknown
Characteristics only were known after taken Gallup Strength test.

Development Needs:

A development need is my Personality type from shadow side that includes utilising more my
creativity, also both spontaneity and logic when adapting to new circumstances, and being
more flexible when an unexpected situation comes (Silva, 2018).

Development Actions

Activities for gaining personal insight into my impact as a leader

 Practising volunteering that can help me to have more empathy for others, pay
attention when listening to people, creative thinking, the growth of networking and
expand the perspective,
 Also, I consider meditating more frequently at least 3 times a week to calm down,
reduce anxiety and increase concentration and creativity.
 Physical activities as swimming, gym, riding a bike, all of these activities increases
well-being, improve the mood, body language and self-esteem.

Experiences, people, and education that will provide new concepts, skills, and
knowledge

 Read books related to leadership and self-help.

 Travel to countries that the cultures contrast with mine in order to develop acceptance
and respect to different point of view and habits
Development Success Factors
Timeline: Within the next 24 months.

Indicators of Success: Include a deadline for each action plan e I will pursue them until to
achieve the goals. To measure if the action plans are on track check the list constantly to
verify whether the plan is being followed as expected.

Action Deadline

 Practising volunteering 31/12/2019

o Help Children
o Assist older person to use computer, mobile or tablet

 Meditation more frequently at least 3 times a week 31/12/2019

 Physical activities 4 times a week: 31/12/2020

o Gym
o Swimming
o Dance

 Read books related to leadership and self-help. 31/12/2019

o How Women Rise: Break the 12 Habits Holding You Back
from Your Next Raise, Promotion, Or Job. Author:
Marshall Goldsmith and Sally Helgesen
o Dear Madam President: An Open Letter to the Women
Who Will Run the World. Author Jennifer Palmieri

 Travel to countries India, China Morocco 31/12/2020

Conclusion
In summary, each leader should develop her/his own leadership style based on their values and
expectative about career and life. Leadership is a trait that can be learned and built up.
However, the person first needs to focus on her/his self-understanding through self-awareness
and feedbacks from others to identify their strengths and weakness, so then, create an action
plan to flourish strengths and overtake the weakness. First of all, list the development need
items, after that it created a plan for each item identified. Each plan should content actions to
address the issue. This actions could be activities for gaining personal insight into my impact
as a leader, and then, experiences, people, and education that will provide new concepts, skills,
and knowledge. Include a deadline for each action plan e pursue them until to achieve the goals.
To measure if the action plans are on track check the list constantly to verify whether the plan
is being followed as expected. Changes on the plan are acceptable since changes may occur
throughout life and require to be adapted to fit the situation. Once, these instructions are
followed is likely that the aim will be achieved and the person will become a leader.

List of references
Boerma, M., Coyle, E. A., Dietrich, M. A., Dintzner, M. R., Drayton, S. J., Early, J. L.,
Edginton, A. N., Horlen, C. K., Kirkwood, C. K., Lin, A., Rager, M. L., Shah-Manek, B.,
Welch, A. C., … Williams, N. T. (2017). Point/Counterpoint: Are Outstanding Leaders Born
or Made? American journal of pharmaceutical education, 81(3), 58. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5423074/#

Johnson, A. M., Vernon, P. A., McCarthy, J. M., Molson, M., Harris, J. A., Jang, K. L.
(1998). Nature vs nurture: Are leaders born or made? A behaviour genetic investigation of.,
leadership. Twin Research. 1, 216–223. Retrieved from
https://pdfs.semanticscholar.org/88c1/f53be3324b994751f247be9c2a7e33eafee8.pdf

Silva, H. S. (2018). Assessment 1, Part B: Reflexive Report. (Master’s Assignment). Torrens

University Australia, Sydney, Australia.