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Running head: LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 1
Leadership Development Plan at Hilton Auckland
Student’s Name
Institution
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 2
Abstract
A leadership development plan is a critical tool for guiding management outcomes across
diverse organisational settings. The use of theoretical frameworks and Biblical teachings
contributes to the understanding of how leadership competencies can be used strategically to
improve the LDP outcomes at the organisation. Firms, such as the Hilton Auckland Resort, are
increasingly embodying the use of LDPs to foster leadership competencies in their management
teams across the globe. The LDP will incorporate four primary strategies to foster the leadership
competencies and qualities in my candidates, including reflective learning, experience density,
deliberated practice, and mentorship. Action plans should be tailor-made to achieve the outlined
competencies. The four action plan strategies in the LDP include deliberated practice, reflective
learning, experience density, and mentorship; these will form a platform executing the strategies.
Measuring and assessing competencies while giving periodic feedback is important in leadership
development. Based on the core personal and corporate competencies, I will assess and measure
the progress in their development among my participants using the Assessment Centre approach
based on its exhaustiveness. Further, the LDP incorporate a 360-degree feedback loop which will
give my participants responses on their achievements as well as receive evaluations and insights
from the participants and the upper management (plan leaders) regarding the effectiveness on my
LDP towards achieving organisation-oriented long-term goals. These comprehensive strategies
will form a robust and highly effective leadership development plan for all participants of the
program at Hilton Auckland.
Key words: Leadership, Leadership Development Plan, Competencies, Hilton Auckland.
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 3
Table of Contents
Abstract ......................................................................................................................................................... 2
Introduction ................................................................................................................................................... 5
1. Hilton Auckland: Background of the Organization .............................................................................. 5
2. Diagnosis: Areas Requiring Leadership Development at Hilton Auckland ......................................... 8
3. Identification of Candidates/Participants in the LDP .......................................................................... 10
4. Values Defining the LDP .................................................................................................................... 11
5. Competencies (Objectives) in the Leadership Development Plan ...................................................... 13
5.1 Theoretical Foundation for the Competencies ............................................................................ 14
5.2 The Influence of Theoretical Perspectives on the Proposed LDP ............................................... 15
6. Organizational Benefits....................................................................................................................... 16
6.1 Enhanced Understanding of Expected Performance Levels and Behaviours ............................. 17
6.2 Enhanced Planning for Expertise and Talent .............................................................................. 17
6.3 Integrated Talent Pipelines and Processes .................................................................................. 18
6.4 Bolstered Operational Proficiencies ............................................................................................ 18
6.5 Optimisation of Mobility and Development Strategies Within the Organisation ....................... 18
7. Personal Benefits of the LDP to the Participants ................................................................................ 19
8. Literature Review: The Importance of Leadership Development at Hilton Auckland ....................... 20
8.1 The Importance of Leadership Development in Organisations: Hilton Auckland ...................... 21
8.2 The Leadership Development Approach at Hilton Auckland and its Importance ...................... 23
8.3 The Nature, Purpose, and Benefits of the Leadership Competencies in the LDP ....................... 24
8.4 Action Plan for Implementation in the LDP ............................................................................... 25
9. Strategies for Developing the Identified Competencies ...................................................................... 26
9.1 Strategies for Developing the Competencies .............................................................................. 27
9.1.1 Deliberated practice ................................................................................................................... 28
9.1.2 Reflective Learning .................................................................................................................... 28
9.1.3 Experience Density .................................................................................................................... 29
9.1.4 Mentorship ................................................................................................................................. 30
10. Implementation of the Strategies: The Action Plans ....................................................................... 30
10.1 Conducting Self-Assessment and Developing a Life Mission Statement ................................... 31
10.2 Mastering the Defined Competencies in the LDP....................................................................... 32
10.3 Identifying Exemplars and Mentors ............................................................................................ 32
10.4 Seeking Diverse and Challenging Leadership Experiences Within the Firm ............................. 33
10.5 Seeking Feedback from Mentors and Peers ................................................................................ 34
11. Financial: The Proposed LDP Budget ............................................................................................ 36
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 4
12. Human Resources and Legal Issues Impacting LDP Implementation ............................................ 37
12.1 Human Resource Issues .............................................................................................................. 37
12.2 Legal Issues ................................................................................................................................. 37
13. Feedback Mechanisms: Plan Leaders and Participants ................................................................... 38
13.1 Giving and Receiving Feedback: The 360 Degree Approach ..................................................... 38
14. Evaluation of the LDP and Participants .......................................................................................... 40
14.1 The Assessment Centre Approach .............................................................................................. 41
14.2 Reporting and Using the Findings .............................................................................................. 41
15. Biblical Worldview Integration ...................................................................................................... 44
Conclusions ................................................................................................................................................. 48
References ................................................................................................................................................... 51
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 5
Leadership Development Plan
Introduction
Success in business and institutional leadership is primarily attributed to the leaders’
attributes and competencies in diverse situations. Hughes, Ginnett, and Curphy (2015)
highlight that over 10% of all news-related content in mainstream media directly address
leadership across multiple settings. The authors further clarify that most of the high-
performance companies have well-structured leadership strategies. Therefore, there is a
critical need to address leadership approaches as early as one begins their studies or careers in
management (or other fields), thus highlighting the need for a leadership development plan. A
leadership development plan entails a significant outlay of strategies that help an individual to
set and achieve their long-term career goals in diverse leadership and senior management
roles (Hezlett, 2016; Hughes et al., 2015). With a comprehensive leadership development
plan, one can achieve higher overall satisfaction in their career, pursue bigger challenges and
opportunities, and have a vocation with an impact in the corporate world. This LDP will focus
on the development of core leadership competencies across various management levels at
Hilton Auckland. Leadership development plans work as platforms to assess and establish
core management competencies which have a significant positive impact on future career
outcomes in diverse organisations.
1. Hilton Auckland: Background of the Organization
Hilton Auckland is a five-star luxury hotel located within Auckland’s central business
district on 147 Quay Street, Auckland, New Zealand. The hotel is a part of the global brands
under the ownership and management of the Hilton Hotels & Resorts, established in 1919 by
Conrad Hilton. The organisation was founded in Cisco, Texas, and it is currently headquartered
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 6
in McLean, Virginia, in the United States. Hilton Hotels & Resorts runs various brands,
including Hilton (the flagship brand), Walford Astoria Hotels & Resorts, LXR Hotels & Resorts,
Conrad Hotels & Resorts, Canopy by Hilton, Hilton Garden Inn, Curio Collection by Hilton,
Hilton Honors, Hilton Grand Vacations, Home 2 Suites by Hilton, Homewood Suites by Hilton,
Tru by Hilton, Hampton by Hilton, Motto by Hilton, Embassy Suites by Hilton, DoubleTree by
Hilton, Tempo by Hilton, Tapestry Collection by Hilton, and Signia by Hilton (Hilton Hotels &
Resorts, 2018). The organization runs its resorts and hotels across more that five hundred and
eighty locations worldwide, thus offering leaders and managers the chance to grow their careers
in multiple and diverse environments, which highlights my main reason of choosing to work at
the conglomerate. My primary resort choice of executing my leadership development plan is
Hilton Auckland.
Hilton Auckland is a boutique-styled resort hotel situated about three hundred seawards
on the Princes Wharf, Auckland. The hotel is within a five-minute walk from the CBD and the
shopping precincts, as well as the Viaduct Harbour (a core entertainment centre for tourists), the
ferry terminal, and other amenities, such as theatres. The hotel embodies a unique design due to
its waterfront position, and guests can enjoy five-star meals by sous-chefs, such as the award-
winning Simon Gault. There are one-hundred and seventy-seven intricately furnished rooms
alongside ten suites offering spacious layouts, exquisite sea views, and private decks and
balconies (Hilton Hotels & Resorts, 2018). Ideally, Hilton Auckland exemplifies definitive
leadership in the New Zealand luxury hotel industry and beyond. However, various leader,
follower and situational conditions need to be addressed though an elaborate and inclusive
leadership development plan to improve on core leadership competencies required to
successfully manage a global organization. Accordingly, my LDP will incorporate the
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 7
fundamental aspects of the organisational culture at Hilton Auckland to achieve suitable
leadership development outcomes for my participants. An organisation’s culture is a crucial
aspect in defining whether the firm is a healthy and happy place to work and if it fosters capacity
building for its employees. Accordingly, a firm should embody a culture that nurtures quality
attributes in the employees, including the development of leadership competencies. Micah 6:8
(NIV) highlights some of the elements that should guide effective LDPs in an organisation: “God
has showed you, O man, what is good. And what does the LORD require of you? To act justly
and to love mercy and to walk humbly with your God.” The organisational culture at Hilton
Hotels & Resorts (specifically Hilton Auckland) embodies aspects that nurture core leadership
competencies outlined in my LDP.
Any successful organisation must have a culture founded on broadly shares and strong
beliefs which are supported by structure and strategy. Hughes et al. (2015) posit that a strong
organisational culture fosters leadership development at all levels and rewards the efforts of
employees with improved performance. Hilton Auckland has a strong culture that embodies
strategic values that will help me in realising my LDP outcomes. These values include
integrity, hospitality, teamwork, leadership, a sense of urgency, and ownership (Gay, 2016).
By exemplifying these values, the organisation focuses on individual development on career
and technological focus to integrate the industry dynamics through mutual achievement.
Additionally, the firm uses a unique leadership development strategy known as self-paced
learning to effectively realise the required headship qualities and outcomes within leadership
teams. Therefore, my LDP will have options such as Cornell Hospitality, the Harvard
Manager Mentor, and the Massive Online Open Course (MOOCs) (Gay, 2016). Ultimately,
these leadership development strategies embedded into the firm’s strong organisational
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 8
culture will be strategic in developing the outlined corporate (and some personal) leadership
competencies in my LDP.
Hilton Auckland has a well-defined and inclusive organisational culture that embraces
leadership development at all management levels. Through strategies such as MOOCs and HMM
which are part of the firm’s leadership development program, the organisational culture will be
vital in helping me realise my LDP outcomes. Therefore, being part of the firm’s leadership
teams assures me of optimal career growth by progressively enhancing my corporate and
personal competencies.
2. Diagnosis: Areas Requiring Leadership Development at Hilton Auckland
To remain as a top and competitive five-star hospitality provider, the current
leadership development plan will aim at solving issues the prevalent issues facing the
Auckland resort, including follower, leader, and situational competencies. Organisational
leadership is stimulated by the effectiveness achieve the set objectives as well as how the
interactions between the leaders, followers, and situations act as one leadership element.
Leadership interactions and headship development can foster outcomes and outputs that
highlight impeccable performance, thus becoming a core part of the organisation (Hughes et
al., 2015). Therefore, my LDP at Hilton Auckland will focus on the integration of leader,
follower, and situational competencies to alienate the associated conditions or issues.
Various leader, follower, and situational conditions may derail leaders in headship
development at Hilton Auckland. According to Sumardi and Efendy (2017), leaders are
individuals with the capability of affecting all other team members towards the achievement
of organisational goals. Therefore, at Hilton Auckland, the primary leader conditions or issues
that may derail leadership development are their personal attributes, their level of expertise or
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LEADERSHIP DEVELOPMENT PLAN AT HILTON AUCKLAND 9
competencies, and position or hierarchy. To deal with this leader-oriented drawback, my
leadership development plan (LDP) will focus on progressive competency development of the
leaders, including fostering the required personal attributes of an effective leader. Follower
issues that may affect the leadership development process at Hilton Auckland include any
adverse interactions between employees and their immediate supervisors and supervisor-
manager relationships. To prepare leaders in dealing with such workplace anomalies, my LDP
will be based on the core tenets of the inclusive organisational culture at the organisation.
Therefore, employees, supervisors, and managers will be periodically involved in
communication development assessments to ensure all issues at the workplace are raised and
solved in an appropriate, inclusive, and non-reprimanding manner, as posited by Hughes et al.
(2015). Finally, situational conditions, such as the work environment, employee stress, and
tasks, create a link between stakeholder duties, including the followers and leaders.
Accordingly, preventing derailment of the leaders will include LDP strategies such as
appropriate approaches to work volumes and task assignment to ensure a reasonable work-life
balance that enhances leadership development outcomes.
Leadership development strategies may be faced with leader, follower, or situational
conditions that may affect the performance of both participants/followers and the
leaders/managers in various capacities. At Hilton Auckland, I will utilise my LDP to prepare
leaders in dealing with these issues or situations through approaches such as capacity
development, enhancing communication between leaders and followers, and strategies that
ensure work-life balance, thus enhancing individual and organisational performance. Through
these strategies, my LDP will be an effective tool in the leadership development process at
Hilton Auckland.
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