ASSIGNMENT COVER PAGE

Course Code: BUSM2519

Course Name: Leading in the Age of Digital Disruption

Location & Campus: RMIT SGS Vietnam

Title of Assignment: Assessment 3: Leadership in the digital age development plan

File (s) Submitted: 1

Team Name/Group #: No_late team

Student Name Student ID Number Student Contribution to Assessment

Lam Minh Tung s3598768@rmit.edu.vn
Nguyen Ngoc Huong Duyen s3408685@rmit.edu.vn
Nguyen Huu Cuong s3299766@rmit.edu.vn

Pham Nu Thanh Tu s3818572@rmit.edu.vn

Vu Cong Tuan s3881386@rmit.edu.vn

Assignment Due Date: 21 December 2021

Date of Submission: 21 December 2021

Number of Pages including this 36

one:
Word Count 5500
(Main content, excluding
appendices and references)
 Table of Contents

Executive Summary 3
Introduction 4
Personal Reflection 5
Tu Pham 5
Duyen Nguyen 8
Tuan Vu 9
Cuong Nguyen 10
Tung Lam 13
Joint Development Plan 15
Defining Leadership Goals 15
Being ready for leadership 16
How will leadership development be measured? 16
Counter-Support to develop leadership goals 16
Ambidextrous leadership: exploration learning 16
To be adaptive in financial analytic technology 21
Emotional intelligence 24
To be a decisive leader 27
Conclusion 30
Appendix 31
Reference 32

2
 Executive Summary

Satya Nadella once asserted (2018) the need of empowering people to see the
mistakes as learning experiences so that the employees can know what behaviour can adapt
and evolve in the digital ages. No-Late team aims to co-create and contribute to a plan for
professional development as future leaders. The joint practical and actionable plans will be
supported by evidence from the literature and working practises, outlining how the members
of No-Late intend to build leadership competencies in order to accomplish the goals ranging
from the improvement of EQ, ambidexterity, quick decision-making, and adaptable expertise
with the input from the peers and instructor.

Introduction

3
Digitalization and its breakthroughs have internally and externally shifted the nature of work
(Khan 2016, Larson & Dechurch 2019). Leadership in the digital age means leading in a
transitional and more knowledgeable society. Leaders need to be ready for both challenges
and opportunities this period might bring. As a result, to lead effectively, managers need to
adopt new skills, new attitudes and new knowledge (Goethals et al.2004). Reubens et al.
(2018) mentioned that having a profound understanding of one’s strengths and weaknesses as
well as creating an action plan to pursue a specific goal are not only vital for short-term
achievements but also long-term career development. Therefore, in order to be effective
leaders in the digital age, the No Late team will acknowledge each member’s leadership traits
and collaborate to figure out a useful yet practical action plan for the whole group.

4
 Personal Reflection

❖ Tu Pham

After a year working as an academic manager for a small English centre, I decided to
quit my job and set up my own business. However, years of working as a teacher and an
academic manager only facilitated me with academic tasks, being a CEO even with only a
start-up brought about many challenges. Nevertheless, 4 weeks of studying this course have
helped me gain a deeper insight into my strengths, weaknesses as well as leadership skills. In
week 1 when I had to choose a social-active leader and I finally came up with Bob Iger- the
CEO of Disney. I realised what I lacked in my business and leadership traits - Ambidexterity.
Ambidexterity has been proven to have a positive relationship with the development of firms
(Jansen et al.2008). However, while big businesses have the ability to pursue both
exploitation and exploration, it is very challenging for SMEs (Chang & Hughes 2012).
Levinthal and March (1993) also mentioned that balancing between exploitation for a
company's viability and exploration for its future is a dilemma. Reilley III and Tushman
(2011) agreed that not having both aspects might lead to a mediocre enterprise.
Assignment 2 with the academic manager of the ILA centre also helped me to realise
the importance of technology and leadership skills during the digital age. Because if you
cannot catch up with the new digital movement, you are likely to suffer from profit loss and
even lose shares in the market.
Another thing I should not forget to mention is the Workshop presented by Mr. Bas
Degeling - the Managing Director of KONE Vietnam. The talk is also a great help since it
ensures the ethnicity in my leadership path. As a business owner, I sometimes wonder
whether leading with ethnicity is that important as it leads to a great number of costs. But his
strong standpoint helps me to ensure its vital role.

5
 STRENGTHS WEAKNESSES

ADAPTIVE AMBIDEXTROUS - EXPLORATION

It can be said that I was quite adaptive to I can say that I do not lean towards
switching all of my classes to online ones exploration. I am not ready to step out of
right at the beginning of Covid. Moreover, I my comfort zone and try new but risky
was also flexible to use many platforms, things.
technology tools to create activities and
make it more interesting for students to
learn. It was proved to be very effective
based on my students’ feedback.

I follow an Energizer leadership style (West, Stixrud E & Reger 2015), which means I have
several strengths and weaknesses as below

GOOD COMMUNICATION SKILLS LACK OF DECISION-MAKING SKILLS

I used to not be so confident when
giving a speech in front of the public. But I also sometimes create too much space and
since I had to live stream every day. My time for others to discuss. At the same time,
stream can have 1000 people watching and I do not want to hurt anyone’s feelings and
sometimes, I am also invited to speak at have the urge of taking everything into
conferences. At work, I think that I am an consideration, which has negatively affected
active listener. I also try to pay attention to my decision-making process.
both verbal and non-verbal language from
my partner. As a result, I am quite confident
that I have good communication skills.

ENCOURAGING COLLABORATION
AND ENGAGEMENT
I also value new ideas and collaboration
from every member of my team. I try to
create a comfortable environment for them

6
 to work and connect.

Figure 1. Strengths and weaknesses of Tu

❖ Duyen Nguyen

My workplace objectives and desires have shifted week by week since I enrolled in
the course, as it prompted me to dig deeper into my leadership strengths and shortcomings
concerning the organisation's actionable goals. Week 1: I'm looking for several candidates to
head a virtual team for a language centre where I currently work; however, 1 of the branches
is temporarily closed due to COVID. After completing Assignments 1 and 2, I learned an
important lesson about leadership adaptation in the digital era from Satya Nadella, Hannah
Jefferys, and Mr. Dominik Long Pham, as well as from the lectures with Professor Mathews
Nkhoma and my classmates: the new technology is not enough, the right vision and processes
will support as new changes happen throughout the organisation (Fitzgerald et al. 2014).
Hence, there is a need to develop a leadership style that will assist me in developing a
strategy that will position my organisation to be prepared to digitalize the customer
experience (digital CRM) and, following that, to transition to a new business model
(e-classroom) in 2025 that ensures no employees are left behind or unemployed as a result of
unexpected events such as a pandemic in 2020-2021.

Thriving in the established work structures

I have done the self-evaluation questionnaire from the course and I realized that the
producer style (West, Stixrud & Reger 2015) lets me perform under clear guidance that
empowers the processes and procedures to keep the team right on track and meet the
deadline. I am result-oriented so I am very persistent in pursuing the goals to get the job
done. The forecaster style enables good observations that allow my knowledge to expand.
But I am aware that this is not directly relevant to leadership capacity in the digital world, but
it will provide a framework for assessing the areas where I feel struggling or thriving in my
leadership journey.

7
 The challenges faced by a learning-leader

I rarely establish good relationships with colleagues due to inadequate emotional and
social management skills relating to EI competencies (Appendices). Due to my limited social
connections and professional experiences, I have encountered the issues associated with
forming and overseeing a team in the past. I find myself having a preference for traditional,
proven ways of working, hard to open-minded, difficult to accept new ideas. I cannot engage
and inspire others to work because I am so loyal to the old ways. Another weakness might be
undeveloped deep-smart or also called business-critical-expertise which is emerged through
years of experience of the executives in a particular field (Leonard, Barton and Barton 2013).
There are also two areas in the CVF test for further development: controlling and competing
and I perceived the outcomes to be somewhat compatible with my essential leadership trait
which is the Forecaster. As a result, I consider the views of Shipley et al. in 2010, which said
that because EI development differs according to our ages and professional experiences, the
results may not accurately reflect my character when compared to peers with 3-5 years of
work experience. I'd like to be able to retake this test yearly to enhance the accuracy and gain
a more complete picture of my inner self.

❖ Tuan Vu

Technological knowledge

After a period of working as a part-time financial service supporter, I believe that

technological knowledge is my skill. I am quite sensitive to technological changes such as
new software for financial analysis, online marketing tools, or the improvement of social
networks. So far, I have been able to use certain software to analyse the stock market, such as
VectorVest or KeyStock. Also, during my time working in the finance company, even though
I was just a part-time staff, I could provide a certain solution for promoting the brand of the
company via social media, which is to optimize the targeting function of social networks such
as Facebook or YouTube.

I believe that technological sensitivity is an important strength for my future career.

According to Joe Atkinson, Vice-Chair of Chief Products and Technology Officer at PwC
(cited by Berkman 2020), the critical skills of future financial professionals are skills related
to data, such as data analysing, data visualisation, or security. With the ability to learn fast in

8
technological knowledge, I believe that I could be an effective team member in the future
workplace when I work for a financial institute.

Emotional intelligence

According to the research of Issah (2018), there are five important competencies
related to emotional intelligence contributing to effective leadership, which are
self-awareness, self-regulation, self-motivation, empathy, and social skill. After working as
part-time financial support and doing a few assignments with my colleagues at the campus, I
find that I need to make improvements in three competencies, including self-regulation,
social skill, and empathy.

In self-regulation, I found that I have been frequently affected by negative emotion. If

an unexpected event happens to me, especially about social and family relationships, my
working mood at the office and the campus would be strongly affected. I could not
concentrate on working if there was any problem outside the workplace. To me, this is a
significant weakness that will negatively affect my productivity in the future, especially in
financial jobs that require extremely high levels of concentration.

In sympathy and social skills, I am not confident about my communication skill and
the ability to understand other people. In teamwork, such as when doing group assignments,
conflicts often occur between me and my teammates just because we fail to communicate
constructively. Also, I am a person who always tries to protect my ideas and opinions.
According to Wart (2008), communication skill is a must for a business leader to influence
others. With my current weakness in social skills, I would never be a leader or even a
teammate in the future if no improvement is made.

❖ Cuong Nguyen

Being a leader for 3 years in the education field, my next goal is to be a Campus Manager in
the next 3 years and taking this course will only help me more to focus on that goal. To reach
that goal, it is necessary for me to evaluate my organisation leadership, my strengths and
weaknesses to identify whether my organisation is stable and growth to support my
workplace goal.

9
 Ambidexterity evaluation

According to Probst et.al (2011), ambidexterity is defined as the capacity to capitalise

on existing conditions by maximising the operations of the current business model while also
investigating chances to redefine that business model by taking risks. Therefore, if the
organisation can manage and execute well on both intrinsic and extrinsic, it will be
well-positioned for quick and sustainable enterprise development. Based on the activity that I
learned in class, I started to use the Likert scale rating to evaluate the ambidexterity of the
leadership in my organisation against the following statements developed by Finzi, Firth, and
Lipton in 2019.

Figure 2. The Ambidexterity of Cuong's organisation evaluation

The specificity of our company is about education programs, so the daily work is
almost the same. The departments work independently without cohesion and team leaders
including myself have been quite comfortable like that for a long time. I realised that was
also the reason why our company was not growing as fast as expected. Therefore, to build up
our organisation's ambidexterity, it is necessary to link departments into a unified whole by

10
sharing the clear and compelling organisation's vision which benefits not only the
organisation but also for employees (O’Reilly & Tushman 2004).

Adaptive Leadership

According to Heifetz et.al (2009), adaptive leadership is a concept that assists

individuals and organisations in adapting and flourishing in difficult environments. It is not
easy to be an adaptive leader since it requires those who are adaptable and quick to react to
changes in a turbulent and frequently unexpected world (Uhl-Bien & Arena 2018). The table
below is the result to find out if my leadership style creating an adaptive organisation,

Figure 3. Analyse the practises of the leader in Cuong's organisation

Looking up to figure 3, it is easy to see that my organisation is more adaptive. The 4th
Industrial Revolution and the Covid 19 pandemic are two reasons for my organisation to be
adaptive. Because we foresee that if we do not adapt and quickly react to the change in this
unpredictable world, we will be left behind.

Strengths Weaknesses

11
 Open mind: I value new ideas and attempt Emotional Intelligence: In meetings, I
to learn new methods of working that I can always encourage everyone to give their
use for my job. I urge my coworkers to opinions and views so that I can make the
come up with fresh ideas and prefer to best decisions. However, almost every
debate and share disputes. decision is made by me and it is normal if I
do not sometimes appear to be quite
"reckless" when I immediately dismiss
opinions that I believe are inappropriate in
my knowledge. Lastly, when I make any
decision, I do not notify the team in advance
and they only know when the decision has
been made. It makes the whole group feel
that their opinions are not respected.

Decisive: I am a decisive leader since I can Tasks focused: I let myself and my team
make decisions based on communication focus too much on tasks to meet deadlines
with colleagues as well as gather enough rather than notice the team situation which
appropriate information. leads the team to feelings of stress, apathy.

Characteristics: I promptly accept my

mistakes and concentrate on what I can do
to accelerate my development.

Figure 4. Strengths and Weaknesses of Cuong

❖ Tung Lam

Being a Quality Control for a full-time job and trading stocks as a part-time job for
more than two years, I should be pleased with my life. However, whenever I compare myself
with my friends and colleagues, I get disappointed since most of them get higher positions or
better salaries. To find out the answer for my disappointment, I took the test from Harvard
Business Review (West, Stixrud & Reger 2015), and it is supposed to be that my leadership
style is Producer with a mix of Collaborator and Harmonic which describing myself as the
person who would love to work with other people in a peaceful environment with less stress;

12
and that company should follow traditional methods and work styles that he is familiar with.
Therefore, any sustainable changes which require creativity and innovation will leave me
stuck in trouble if I do not change those personality traits any longer.
Nevertheless, to become more creative and innovative is not as easy as say, which
requires a series of practising and training to become our personality traits. There are
different barriers to prevent us from being creative (Bouquet, Barsoux & Wade 2021). Firstly,
it is our fear of getting started; any beginning of new ideas could consist of risks of failure
which we do not want to involve ourselves in. Furthermore, the prevention of being creative
could be the result of a denial mindset after several rejections from managers for our new
ideas. Similarly, observing my problems, I could be held back from being innovative as the
result of following a traditional pattern of thinking for problem-solving rather than stepping
out of the “safe zone” and being creative to “think outside the box” (Pisano 2019).
For practising “thinking outside the box”, a strict strategy should be followed by
myself, as suggested in the article “Breakthrough thinking from inside the box” (Coyne,
Clifford & Dye 2007). Firstly, to eliminate any “out of scope” ideas from brainstorming, I
should note down a list of “right” questions and have the process to follow through.
Currently, design thinking is highly recommended by Harvard Business Review “ Why
design thinking works” (Liedtka 2018) due to several techniques and tools applied throughout
the process ranging from brainstorming to validating and testing the ideas with prototypes.

To practice “stepping out of the safe zone”, an innovative mechanism should be

applied for myself by following the strategy suggested in the article “If You’re Not Outside
Your Comfort Zone, You Won’t Learn Anything” (Molinsky 2016): firstly, I can set
motivation to change myself with rewards and do it by planning what to do ahead of time
Furthermore, a plan with what to do to be more creative and innovative should be set ahead
with SMART goal technique so that I could keep track of how to change myself.

13
 Joint Development Plan

1. Defining Leadership Goals

No Late team has gathered together to come up with the summary of leadership goals
which each team member wants to achieve so that we could develop ourselves to take
leadership roles in the future. The summary is represented below as the team canvas (Figure
4) and outlines what we currently have for personal development and what we want to
achieve for our future.

Figure 5. No Late Team Canvas https://miro.com/app/board/uXjVOcVA2uU=/

14
 2. Be ready to lead

a. Counter-Support to develop leadership goals

● Ambidextrous leadership: exploitative and exploratory learning

Existing research on ambidexterity has mostly concentrated on the shared qualities of
managers' ambidexterity, overlooking the importance of team learning in achieving the
ambidexterity of organisation (Smith & Tushman 2005, Floyd & Lane 2000; Raisch et al.
2009; Mom, Van den Bosch, & Volverda 2009, Raisch et al. 2009, Probst, Raisch, &
Tushman 2011). The team all agreed that we have not yet developed ambidextrous
leadership, which includes the ability to integrate innovative and cooperative behaviors into
daily work (Ghoshal and Bartlett 1994; Brunner, Staats, Tushman, and Upton 2009), both of
which are fostered by bottom-up learning approach (Kang & Snell in 2009, Bersin &
Zao-Sanders 2019). E.g, Tu, Duyen, Tuan, and Tung who would like to explore new
technological trends and Cuong, who proposes the shift from high-performing to a more
ambidextrous leadership. Ambidexterity can be managed through leadership by embedding
innovation working units not only in SMEs (Raisch & Birkinshaw 2008; O'Reilly et al. 2009;
Lubatkin et al. 2016).
The table and process below will illustrate the plan created by Duyen, the enthusiastic
learner who is responsible for suggesting practice patterns on how to embrace ambidexterity
learning and digital transformations in the organizations where her classmates are working.

15
 Figure 6. Suggested implementation process

Objectives Action Plan Period / Benefits proven by

Duration successful practises

Develop paradoxical mindset Members who join after Immediate goal The US Army used to employ
at the first stage the deadline are invited the tactic to train its officers
to choose 1-2 leaders in in the different combat zones.
their network and use Similarly, it is also used for
the OPPTY approach individuals who wish to
(Leonard, Barton and achieve deep-smart (the
Barton 2013). Following skilled way of thinking that is
that, users are requested developed over years of
to keep a learning log on experience by successful
the Trello program to leaders), and is predicated on
track their the premise of learning by
knowledge-sharing systematically observing and
process and personal shadowing the way designated

16
 improvement. Tung and leaders address problems
Tuan are really helpful (Argote 2014).
in advising the team on
technical trends and best
practices for using a
collaborative platform
like Trello.

Involve in establishing a new Facilitate exploratory Short-term A high level of exploitation

business identity learning by using the goal: 2 months enables effective resource
Resource-based view allocation for exploratory
model (Kogut and learning, such as creativity
Zander 1992). and the introduction of new
products or markets (Cao,
Gedajlovic & Zhang 2009).
As a result, the business's
identity should be expanded
through a diversification and
differentiation plan that is
consistent with market trends
and the company's
competitive advantages
(Tushman et al. 2011).

Establish a shared vision Communication skills Mid-term goal: Satya Nadella's authentic
emphasizing the significance lessons are brought by 12 months leadership and interpersonal
of ambidexterity, as well as a Tu and Cuong which skills enabled a shared
strategy for communicating it will be presented in the understanding of the
to senior management. next sections. company's new identity and
collective accountability
among multiple sub-units.
(Mudambi, Sinha & Taylor
2019)

17
Come up with the new Make considerations Long term Pete Ungaro, CEO of Cray,
setting achieving exploration between ring-team or goal: 1 year used the traditional ring-team
and exploitation hub-and-spoke-team approach to minimize tensions
models (Tushman, with innovation teams
Smith, Binns 2011) as a embedded in current
platform supporting departments (Lubatkin et al.
learning and innovation. 2006; Finzi, Firth, Lipton
2019)

Lead with continuous Before- and after-action Immediate and The approach has been
reflection reviews (BAR and Long term demonstrated to be effective
AAR) can be used to goal: in the US Army and the
provide opportunity for 2021-2025 World Health Organization
team members to reflect (OpenWHO 2019), as well as
on previous experiences in business situations, for
and learn from ongoing leveraging exploitative
experiments. learning from past
performance of core units and
exploration learning from the
launch of new products/events
to achieve superior
performance the next time
(Darlin, Parry & Moore 2019)

Measurement: Team density and team centralization are two metrics that can be employed when we are
working on this assignment and developing collective learning for leadership abilities. Firstly, We would
expect the team to be relatively dense under most circumstances, reflecting a high degree of engagement
between participants. Decentralized team is the team where everyone would be connected and that no one
actor would be permanently dominant as a key decision-maker. This objective is suggested for tracking
leadership development across 5 stages below and even the organisations where we are working at.
(Freeman 1979; Borgatti, Everett, & Free- man 1992; Mayo, Meindl, & Pastor 2002).

Figure 7: Action plan justified by evidence from the literature to achieve organisational
ambidexterity

18
 ● Adapt to financial analytic technology
According to the article “Adaptability: The New Competitive Advantage” published
in Harvard Business Review, adaptability is the combined actions of how an individual reacts
to new technology and experiments with those techniques afterward. A person who is
technology adaptive should have a good awareness of technology trends and with a good
fundamental knowledge of technology to experiment with new techniques if they come up to
the market. Fortunately, Tuan Vu is passionate about technology and would like to learn more
about how to apply technology in financial analysis. What is missing with him is that he does
not have the fundamental knowledge of techniques used by analysts in the financial market.
Therefore, Tung Lam is the chosen person who will be represented for the whole group to
train him since he is doing well in IT and has certain knowledge in Tuan Vu’s major. The
training will help Tuan Vu to build base knowledge of technology which is currently being
used in the financial market - Technical Analysis; and from that to help him self-develop his
traits to be more adaptive to the technology used in the financial market in the future
Since it is the first time Tuan Vu gets in touch with technical analysis, he is advised to learn
more about Amibroker and Japanese candle patterns - both are the core principles of
Technical Analysis. This training will not only help Tuan Vu extend his knowledge in
financial analysis, but also raise his awareness that technology can be applied in any field,
and his major is just one of those several fields, which could result in developing his adaptive
ability to technology as long-term goals. To be productive in learning, a feasible and
actionable plan is set below:

Objectives Action Plan Duration/ Period Benefits

Technical Understanding _Recommending to Six months _The book is a

Analysis the importance read a book “Think great
of technical and Trade like a inspirational
analysis in champion” - Mark story with
financial Minevini. several
market techniques for
_Take note of how technical
the technical analysis analysis were
was applied by the presented →

19
 author in the book Reader like Tuan
Vu could learn
_Practice and apply from a real
technical analysis experience of a
provided in the book successful trader
for real trading who used
technical
analysis for the
whole life of
trading

Amibroker Be proficiency _Follow the Six months Learn and

in Amibroker guideline posted on practice with
Amibroker to setup different hand-on
Amibroker exercise → In
the future, Tuan
_Follow youtube Vu can customise
channel “Chung Amibroker base
Khoan Co Ban” with on his needs and
the series wants
“Amibroker” for
hand-on practice with
different coding
exercise

Japanese A walkthrough _Read and practice _This learning is Technical

candle in common with the book important and analysis consists
patterns Japanese “japanese candlestick should take at least of Amibroker
candle patterns charting technique” - one year for and Japanese
Steve Nison practising and candlestick
developing to be as patterns.
a habitat capability However,
Amibroker is just
a tool and the

20
 person who
could master the
Japanese
candlestick
pattern could
beat out any
financial market
since it is the
core value of the
whole technical
analysis

Figure 8. Action plan to strengthen technological adaptive traits

● Emotional intelligence
According to Batool (2013), Emotional Intelligence is one of the factors to measure a
potential leader. Emotional intelligence is the ability to understand and express emotion
(Mayer et al. 1997). Bar-On (1997) said that Emotional intelligence is the ability to cope with
environmental difficulties successfully. Goleman (2002) and Mayer et al. (2011) mentioned
that there are 4 factors contributing to Emotional intelligence namely Self-awareness,
Self-Management, Social Awareness, and Relationship management.

21
 Figure 9. Goleman’s Emotional Intelligence Model (Goleman (2002)
Regarding Prati et al. (2003), emotional intelligence has a close relationship with
work performance and outcomes. Therefore, especially in the age of digital disruption, where
ideas are valued and healthy relationships between team members are appreciated, emotional
intelligence is especially important. However, it seems that all of my teammates are not very
good at Emotional Intelligence. Cuong said that sometimes he is too harsh on people and
might hurt his members’ feelings when making decisions. Duyen, Tung, and Tuan all agreed
that they do not know how to communicate, build bonds and inspire others. As a result, Tu
Pham is going to be their mentor, who will give my teammate an action plan that worked for

22
her in the past as well as conduct it with other teammates to develop my Emotional
Intelligence more in the future.

Objective Action plan Time period Benefits

Improve Write Diary Every day. Writing has been proven to

self-awareness /Journal facilitate self-awareness and
and In the next 6 also self-regulation as it gives
self-regulation months us time to reflect on our
decisions, thoughts, and above
all, ourselves. (Batool 2013)

Understanding Learn how to In the next 1 Sometimes what we act might

people’s feelings read others’ body month not convey a positive message
as well as language and and might make others afraid to
improving control our own. share ideas and collaborate
empathy Articles, (Prati et al. 2003). A hand
newspapers, and gesture, a glance, or a change
youtube videos in the tone of voice can change
are great sources the whole team’s mood. As a
of this. result, leaders need to control
their body language.

Meditating for On the other hand, leaders

one hour every should also know how to read
day also helps to one’s body language to
calm our anger understand others’ feelings and
(Lesh 1970). adjust the pace or the
atmosphere of the working
environment.

Put yourself in A leader needs to empathise

someone’s with employees so that he/she
situation by can be the trusted person and
reading more employees can come to him/her
books and trying whenever they have difficulties
to imagine and (Lauren et al.2021).
feel the
characters’
feelings.
Recommendation
:

23
 “How to win
friends and
influence
people” by Dale
Carnegie.

Improve Learn how to Every day. A leader’s good

communication praise others by In the next 3 communication skills facilitate
skills starting to months. understanding and trust for
comment and employees (Barett 2006).
praise each team
members’ share,
posts, and ideas
on Trello as well
as on Teams.

Learn how to In the next 3 Conflicts are not a burden and

open up and months. thread but on the other hand,
solve conflicts by they are a chance to grow.
attending (Sean et al.2021)
workshops and
meetings
conducted by
RMIT.

Practice public In the next 4 There are many aspects of it

speaking. months. namely eye contact, facial
expressions,speech preparation,
Public speaking and so on (Zhou et al.2021),
is an important (Kelsen 2019). Therefore,
skill for leaders speakers need to pay attention
nowadays to many little things. The only
(McNatt 2019). I way to improve public
strongly advise speaking is to prepare and
my team practice (McNatt 2019). By
members to start being able to record and watch
using the the video, I believe that No
Facebook Late team members can learn
livestream from their mistakes.
feature as a way
to practice and
start with a
smaller yet
familiar audience
first. We can
watch the live

24
 show again to
see if anything
needs to be
improved.

Moreover, I have
found that public
speaking
experience can
be easily
mimicked by
using VR
technology.
(Zhou et al
2021). According
to Zhou et al.
(2021), We only
need a PC to
record and a
Gear VR on the
market. After
that, we can
practice and
re-watch our
performance.

Figure 10. Action plan to develop Emotional Intelligence

● To be a decisive leader (379)

Joseph (2019) states decisiveness is essential for successfully carrying out plans and
attaining defined objectives. My teammate, Tu is also a leader but as she shared that she is an
indecisive leader since it is hard for her to make any decision without making sure which
decision is the best. After years of being a leader, I believe that I can be a mentor for Tu to
help her to develop her leadership style from being indecisive to being a decisive leader. For
me, the key to be a decisive leader is an in-depth understanding of organisational strategic
plans and goals as well as having deep knowledge about your expertise.

First of all, organisational strategic planning and goals are critical to decision-making
since it aids in defining the decision's purpose, goals, and scope. Joseph (2019) states that a
wise choice requires the context of the corporate direction and strategy after an issue has been
thoroughly recognized. Making judgments based on evidence-based research and with the
organisation's best interests in mind tends to produce the best results.

25
 Last but not least, deep knowledge about your expertise is necessary because leaders
that are good at being decisive begin with extensive knowledge, experience, and insights into
the choice at hand (Joseph 2019). When you know where decisiveness is required, your
confidence level will increase a lot and that will make it easier for you to be assertive in all
decisions.

Objective Action Plan Period / Duration Benefits

Understand clear Having periodic Weekly It helps to update the

organisational meetings Monthly company's
strategy and goals Quarterly operational status as
Annually well as the
company's
upcoming plans and
goals.

Deep knowledge in Reading books that 1 month / book It helps to update

your expertise are related to your new knowledge as
expertise. well as review your
old knowledge
which helps you to
memorise easily.

Attend networking Once a month It helps you to

events expand your
network connection
and learn from
other’s experience
which may help
your work in the
future.

Sign up for short at least 2 courses/ It helps you to

26
 courses year update new
knowledge and have
more connections
within your class.

Figure11: Action plan to practice Decisiveness

Conclusion

In summary, during taking the course, we sometimes wonder whether we can lead in
the next three years. The question has been answered by the author in the article “Leading
Into the Future” published on MIT Solar that if we have a good vision, motivation, and a
strategy, we definitely could take a leadership role. Besides that, digital transformation is
arriving, future leaders are also advised to be prepared for knowledge related to digital
technology. Owing to this report, we worked quite well together to draw out our development
plan; and from that, we are confident to conclude that we could take leadership roles in the
future. The report also supports what we should learn to prepare for digital transformation in
the future such as how we could adapt to new technology or how we boost creativity in the
digital era.

27
 Appendix

Figure 10. Duyen’s CVF examinations in the past courses at RMIT

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29
30
Figure 11 : No Late Team Trello

31
32
33
Figure 12. No Late Team Everyday Journal

34
Figure 13. No Late Team’s discussions on Trello

35
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--------------------------- THE END ---------------------------------

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