M L Development Plan Table 1 My Survey feedback and Reflection Rating My insights Personality type Protagonist (ENFJ T) Traits Extraverted 83 , Intuitive 81 , Feeling 96 , Judging 67 , Turbulent 79 Prompts What have you learned from your results Was it what you expected or were you surprised What experiences do you recall to (dis)confirm these results Growth mindset Prompts What have you learned from your results Was it what you expected or were you surprised What past experiences do you recall that (dis)confirm your results and how did you feel during this experience Culture (GLOBE) Prompts What have you learned from your results Was it what you expected or were you surprised What experiences do you recall that demonstrate how your cultural expectations were different to the culture dimensions typical of Australia If you are a local student, do you recall an experience where your cultural expectations differed to peers colleagues workmates who were from a country with different culture dimension tendencies Table 2 My M L behaviours development plan M L behaviours (adapted from Yulk, 2013) for T3 development Course concepts Actions Learning Mode (Approach) Evidence of Changes (Example Development area) Developing and mentoring As an extrovert I sometimes overlook how I can dominate discussions in a team and inadvertently discourage other contributions by not considering individual needs differences (Example) Build social capital with high quality connections (Heslin 2019) (Example) I will take action by focusing on the principle of respectful engagement, specifically practicing effective listening (asking follow up questions, paraphrasing to understand) and being present (focus on task aims active discussion and devices off) during all team meetings for the leadership project (Heslin 2019) (Example) Learning goal what can I learn from others when I am not dominating I can make mistakes What can I learn about myself when this happens (Example) I will seek feedback from all team members regarding my specific actions after each team meeting, especially those who self identify as introverts (being very different from me) 1 Development area Review weekly topics course concepts Identify minimum of 1 course concept that will best help you improve Be specific in terms of what, when, and how Choose at least 1 specific action you can take this term during MGMT5710 assessments activities to develop your M L behaviour Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M L behaviours How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other 2 Development area Review weekly topics course concepts Identify minimum of 1 course concept that will best help you improve Be specific in terms of what, when, and how Choose at least 1 specific action you can take this term during MGMT5710 assessments activities to develop your M L behaviour Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M L behaviours How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other 3 Strength to further develop Review weekly topics course concepts Identify minimum of 1 course concept that will best help you improve Be specific in terms of what, when, and how Choose at least 1 specific action you can take this term during MGMT5710 assessments activities to develop your M L behaviour Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M L behaviours How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other Supplementary material from Lecture 1 Management Leadership Capabilities and Behaviours Capability 1 Making decisions Planning and organising Determining long term objectives and strategies allocating resources according to priorities determining how to use personnel and resources to accomplish a task efficiently determining how to improve coordination, productivity and the effectiveness of the organisational unit Problem solving Identifying work related problems analysing problems in a timely but systematic manner to identify causes and find solutions acting decisively to implement solutions to resolveimportant problems or crises Consulting Consulting with people before making changes that affect them encouraging suggestions for improvements inviting participation in decision making incorporating the ideas and suggestions ofothers in decisions Delegating Allowing subordinates to have substantial responsibility and discretion in carrying out work activities, handling problems and making important decisions Capability 2 Influencing people Motivating and inspiring Using influencing techniques that appeal to emotion or logic to generate enthusiasm for work, commitment to task objectives, and compliance with requests for cooperation, assistance, support or resources setting an example of appropriate behaviour Recognising Providing praise and recognition for effective performance, significant achievements and special contributions expressing appreciation for someone's contributions and special efforts Rewarding Providing or recommending tangible rewards such as a pay rise or promotion for effective performance, significant achievements and demonstrated competence Capability 3 Building relationships Supporting Acting in a friendly and considerate manner being patient and helpful showing sympathy and support when someone is upset or anxious listening to complaints and problems looking out forsomeone's interests Developing and mentoring Providing coaching and helpful career advice doing things to facilitate a person's skill acquisition, professional development and career development Conflict management and team building Facilitating the constructive resolution of conflict encouraging cooperation, teamwork and identification with the work unit Networking Socialising informally developing contacts with people who are a source of information and support maintaining contacts through periodic interaction including visits, electronic correspondence and attendance at meetings and social events Capability 4 Giving seeking information Informing Disseminating relevant information about decisions, plans and activities to people who need it to do their work providing written materials and documents answering requests for technicalinformation Clarifying roles and objectives Assigning tasks providing direction in how to do the work communicating a clear understanding of job responsibilities, task objectives, deadlines andperformance expectations Monitoring Gathering information about work activities and external conditions affecting the work checking on the progress and quality of the work evaluating the performance of individuals and the organisational unit analysing trends forecasting external events CC1 Yellow highlighted text are instructions only

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M&L Development Plan Table 1. My Survey feedback and Reflection Rating My insights Personality type :Protagonist (ENFJ-T) Traits : Extraverted - 83%, Intuitive - 81%,

M&L Development Plan

Table 1. My Survey feedback and Reflection
Rating	My insights
Personality type:Protagonist (ENFJ-T) Traits: Extraverted - 83%, Intuitive - 81%, Feeling - 96%, Judging - 67%, Turbulent - 79%	Prompts: What have you learned from your results? Was it what you expected or were you surprised? What experiences do you recall to (dis)confirm these results?
Growth mindset:	Prompts: What have you learned from your results? Was it what you expected or were you surprised? What past experiences do you recall that (dis)confirm your results and how did you feel during this experience?
Culture (GLOBE):	Prompts: What have you learned from your results? Was it what you expected or were you surprised? What experiences do you recall that demonstrate how your cultural expectations were different to the culture dimensions typical of Australia? If you are a local student, do you recall an experience where your cultural expectations differed to peers/colleagues/workmates who were from a country with different culture dimension tendencies?

Table 2. My M&L behaviours development plan
M&L behaviours (adapted from Yulk, 2013) for T3 development	Course concepts	Actions	Learning Mode (Approach)	Evidence of Changes
(Example Development area) Developing and mentoring: As an extrovert I sometimes overlook how I can dominate discussions in a team and inadvertently discourage other contributions by not considering individual needs/differences.	(Example) Build social capital with high quality connections (Heslin 2019).	(Example) I will take action by focusing on the principle of respectful engagement, specifically practicing effective listening (asking follow-up questions, paraphrasing to understand) and being present (focus on task aims/active discussion and devices off) during all team meetings for the leadership project (Heslin 2019).	(Example) Learning goal: what can I learn from others when I am not dominating? I can make mistakes - What can I learn about myself when this happens?	(Example) I will seek feedback from all team members regarding my specific actions after each team meeting, especially those who self-identify as introverts (being very different from me).
1. Development area	Review weekly topics & course concepts. Identify minimum of 1 course concept that will best help you improve.	Be specific in terms of what, when, and how. Choose at least 1 specific action you can take this term during MGMT5710 assessments/activities to develop your M&L behaviour	Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M&L behaviours	How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other
2. Development area	Review weekly topics & course concepts. Identify minimum of 1 course concept that will best help you improve.	Be specific in terms of what, when, and how. Choose at least 1 specific action you can take this term during MGMT5710 assessments/activities to develop your M&L behaviour	Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M&L behaviours	How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other
3. Strength to further develop	Review weekly topics & course concepts. Identify minimum of 1 course concept that will best help you improve.	Be specific in terms of what, when, and how. Choose at least 1 specific action you can take this term during MGMT5710 assessments/activities to develop your M&L behaviour	Identify 1 growth mindset strategy that will help you stay in learning mode when taking action to develop your M&L behaviours	How will you measure changes in your behaviour (improvements or backward steps), eg diary, feedback from learning partner or MGMT5710 team, survey, other

Supplementary material from Lecture 1: Management & Leadership Capabilities and Behaviours

Capability 1: Making decisions

Planning and organising:Determining long-term objectives and strategies; allocating resources according to priorities; determining how to use personnel and resources to accomplish a task efficiently; determining how to improve coordination, productivity and the effectiveness of the organisational unit.

Problem-solving: Identifying work-related problems; analysing problems in a timely but systematic manner to identify causes and find solutions; acting decisively to implement solutions to resolveimportant problems or crises.

Consulting: Consulting with people before making changes that affect them; encouraging suggestions for improvements; inviting participation in decision-making; incorporating the ideas and suggestions ofothers in decisions.

Delegating: Allowing subordinates to have substantial responsibility and discretion in carrying out work activities, handling problems and making important decisions.

Capability 2: Influencing people

Motivating and inspiring:Using influencing techniques that appeal to emotion or logic to generate enthusiasm for work, commitment to task objectives, and compliance with requests for cooperation, assistance, support or resources; setting an example of appropriate behaviour.

Recognising: Providing praise and recognition for effective performance, significant achievements and special contributions; expressing appreciation for someone's contributions and special efforts.

Rewarding: Providing or recommending tangible rewards such as a pay rise or promotion for effective performance, significant achievements and demonstrated competence.

Capability 3: Building relationships

Supporting: Acting in a friendly and considerate manner; being patient and helpful; showing sympathy and support when someone is upset or anxious; listening to complaints and problems; looking out forsomeone's interests.

Developing and mentoring:Providing coaching and helpful career advice; doing things to facilitate a person's skill acquisition, professional development and career development.

Conflict management and team building:Facilitating the constructive resolution of conflict;

encouraging cooperation, teamwork and identification with the work unit.

Networking: Socialising informally; developing contacts with people who are a source of information and support; maintaining contacts through periodic interaction including visits, electronic correspondence and attendance at meetings and social events.

Capability 4: Giving/seeking information

Informing: Disseminating relevant information about decisions, plans and activities to people who need it to do their work; providing written materials and documents; answering requests for technicalinformation.

Clarifying roles and objectives:Assigning tasks; providing direction in how to do the work; communicating a clear understanding of job responsibilities, task objectives, deadlines andperformance expectations.

Monitoring: Gathering information about work activities and external conditions affecting the work; checking on the progress and quality of the work; evaluating the performance of individuals and the organisational unit; analysing trends; forecasting external events.

[CC1]Yellow highlighted text are instructions only.