Personal Leadership Philosophy and Leadership Development Plan


PersonalLeadership Philosophy and Leadership Development Plan

PersonalLeadership Philosophy and Leadership Development Plan

PARTONE: Leadership Philosophy

Aleadership philosophy is a statement that articulates the values,expectations, and the actions that are necessary to achieve that end. The statement strives to make the workplace as enriching to theleader and the followers as possible. Crafting a leadershipphilosophy is important because it offers the sense of directionfollowers often need so that they do not have to guess on desired endactions of the leader. In this case, my leadership philosophy hasmuch to do with profession of accounting and finance. The values,expectations, and the actions that I will deem right to fit thisleadership philosophy are, therefore, based on all the longstandingprinciples that guide accounting. As an accountant I believe thatall that I have to do as a leader has much to do with the ethics thatdefine the profession. The actions that support and accompany myleadership philosophy as an accountant prioritize the need to firstforge trust and connections with other junior accountants and alsoother subordinates that make it possible to have all the datadocumented and used for the advancement of the organization.


Asan accountant I understand that my work entails engaging staff fromdifferent departments of the organization. When people hear the word“accountant”, all they remember are hard figures. However, thequalities I consider fit for an all-round accountant leadershipborder on aspects such as competencies, individual attributes, andalso the ability to create a rapport with other colleagues from otherdepartments. Competencies include specific issues such asproblem-solving skills, social judgment skills, and knowledge. Individual attributes that sum up desirable leadership qualities arethe general cognitive ability, crystalized cognitive ability, theability to motivate others, and personality traits. Combinations ofthese characterizations are important in making judgment of goodleadership. They are effective especially when the workplace acertain degree of inclusiveness to achieve the general objectives ofthe organization.


Ican work effectively with followers who are engaging rather thanthose that take a passive role in the organization. Although, theorganization’s operations are based on set objectives and long-termgoals, every follower has a professional role to play in contributingto success. Accounting needs professionals can communicate themessage embedded in the huge numbers and the financial statements.Communication in accounting makes it possible for accounting leadersto amicably reconcile inconsistencies that may arise so that themanagement can make good of the figures. Thus, I can work well withfollowers or subordinates who appreciate the need to work togetherthrough individual efforts.


Inthe leadership context, I am most effective when the leadershipstructure is task oriented. For instance, all accountants who workunder me in the finance department I would like to lead followers whohave specific assignments to handle with the aim of adding value tothe organizations through innovative ideas.

Overallapproach to leadership

Myoverall approach to leadership is through motivation. The mostinfluential theory for me is the McClelland’s theory whichhighlights ways that drivers to motivation differ from one individualto another. I believe that motivation takes into considerationindividual differences is the best social perspective because itprovides a lasting insight on how others inside and outside theorganization function. I believe that meeting the unique needs ofemployees, their goals, and recognizing and rewarding their effortspropels them to want to achieve more.

PARTTWO: Career and professional development information

Nextcareer position and Ultimate career potential

Thenext career position that I look forward to work in is a seniormanager of research and development (R &amp D) department. This isin cognizance that R&ampD is the modern driver of value in theorganization. The ultimate career potential is the Chief Executiveor president of the organization.

Educationand training

Ibelieve that the best education background prepares a chief executiveon their duties. A master’s degree in corporate accounting coupledwith several voluntary certifications is a priority for me.

Work/managerial experience

Iintend to gain managerial experience by serving as a senioraccountant in the organization or any other capacity where I willneed to work closely with other employees in specific orinter-related operations in the organization.

PARTTHREE: Summary of self-assessment results

Iperformed several self-assessments that revealed different resultsthat critically indicate the type of leader I can be. The first testI took was the Leadership Trait Questionnaire (LTQ) in which a scored4.14. 4.14 is an average score for any leader. The next test I tookwas the Skills Inventory Test that measures three types of leadershipskills in a person: the technical, human, and conceptual skills of aleader. I scored 27 points on the technical skill, 23 points on thehuman skill, and 19 points on the conceptual skill. The third testwas the Leadership Behavioral Questionnaire (LBQ) that measures thetask and relationship behaviors in a potential leader (Northouse,2015). My score on task behavior was 32, which is below the moderatelow range, while my score for relationship behavior was 42, whichfalls within the high range.

Interpretationof the scores

Basedon my current job position the scores reveal a lot about thestrengths and weaknesses that I possess on leadership issues. TheLTQ depicts me as an articulate, self-confident, self-assured,determined, dependable, conscientious, diligent, sensitive,trustworthy, and friendly leader. However, I had the highest scoreson being authentic, trustworthy, and friendly, which I consider to bemy greatest strengths as a leader. The top three weaknesses that arelikely to take a tool on my leadership skills are outgoing,sensitive, and empathetic.

PARTFOUR: Action planning

DevelopmentGoal #1 Plan

Consideringthat I have leadership strengths such as being authentic,trustworthy, and friendly, I need to take a few weeks to learn howuse these strengths to include others in planning and setting newaccounting objectives such as streamlining the cost structure,motivate and persuade them to believe in work ethic, and build onconstructive criticism and contributions to these objectives. Thecurrent chief executive is my desirable coach to achieve thisobjective due to his experience in accounting. The reliability ofstatements to enable the organizations correct forecasts is themeasure of the success of this goal.

DevelopmentGoal #2 Plan

Afterachieving objective 1, I will embark on teaching followers how toidentify, suggest, and initiate opportunities to create accountingsystems that are dependable. I intend to take a month to meet thisobjective, but evaluations will be continuous. The number of newprojects that culminate in innovations in every six months is themeasure of success for this objective. Fellow employees can viablybe partners on this objective.


Northouse,P. G. (2015). Leadership:Theory and Practice(7th ed.). Thousand Oaks, CA: Sage Publications.* ISBN: 9781506305288