My objective is to develop a strategic leadership development plan.

In this paper, I need to develop a simple strategic leadership development plan. The plan should focus on concepts introduced by Wang in Chapter Four in the book "Strategic Leadership" (Provided below) and ideas suggested by van Es, Guijt, and Vogel (site provided below)

• Review the research by van Es, Guijt, and Vogel (2015) here: https://www.openupcontracting.org/assets/2017/09/Hivos-ToC-guidelines-2015.pdf

1. As an example, what would you share as development plan and explain a strategic leadership development plan, while ensuring the following points are addressed?
   • The eight steps suggested by van Es, Guijt, and Vogel
   • Utilize concepts introduced through Mindfulness into Action
   • Provide a Biblical basis for the said plan

In addition, in the report by GEM (2015), it was possible to analyze other causes that have impeded or stopped this innovative development in the Ecuadorians; for example, the policies of the current government. "The aspects of government policies that do not contribute to the promotion of entrepreneurship would be: excess of regulation, instability due to continu- ous changes in laws and regulation in general, tax burden, bureaucracy, and absence of articulated policie." (GEM, 2015, page 23). When analyzing the Ecuadorian entrepreneurship in general terms, we found a confusing area that is curiously favorable and detrimental to the Ecuadorian entrepreneur. Although government programs, subsidies, and credit facilities have been implemented among other facilities to promote nascent enterprises, Table 4.1 shows the percentages of motivation to un- dertake (GEM, 2015, p. 33). There were also multiple barriers that stopped the development of opti- mal ventures. Among them, we found import quotas limiting certain goods, tariffs, high production costs, high values, and long procedures that had to be undertaken were obstacles, among others, for the entrepreneur. Similar- ly, the implementation of protectionist policies (tariffs on foreign products, subsidies), while helping in the short term the national industry, in the long run they only fostered uncompetitive industries that needed government assistance to function. Research Method The research method we applied was grounded theory by using Charmaz's (2006) approach. We used this approach because it took into account the development of grounded theory for the past 40 years. This approach united the approaches of Glaser and Strauss (1967). In Glaser's (1992), tradition of grounded theory emphasizes the engagement of the researcher. On the other hand, Strauss's (1987) approach of grounded the- ory is about analysis of the data with a neutral and descriptive style.This was a mixed method study and included preassessment and pos- tassessment of participants. Qualitative analysis was done with data from participants' journals, interviews, and focus groups. We used the Global Leadership Profile (GLP) to identify their leadership style. The GLP has been used with executives in corporations for decades. This is a leadership development framework created by Torbert (2004). The GLP identifies an individual's leadership style by identifying characteristics of the seven most common leadership styles used by adults. Thus, we used the GLP self-esti- mate tool to assess changes in the action-logic of participants before and after the implementation of MIA. Quantitative analysis was done in the economic analysis of participants, as well as tests to identify participants' locus of control and willingness to change, and Beck's inventories (anxiety and depression). The Beck anxiety inventories (BAI, BDI), created by Aaron T. Beck and other colleagues (1987), is a 21-question, multiple-choice, self-report inven- tory that measures the severity of anxiety and depression in children and adults. The questions used in these measures asked about common symp- toms of anxiety and depression that the subject had during the past week (including the day the person took the inventory, such as numbness and tingling, sweating not due to heat, and fear of the worst happening). It is designed for individuals who are 17 years of age or older and takes 5 to 10 minutes to complete. Several studies have found the Beck anxiety invento- ries to be an accurate measure of anxiety symptoms in children and adults. A MIA Multidisciplinary Study All five doctoral candidates are pursuing PhDs in psychology at NTNU. They are an architect, an engineer, an economist, an entrepreneurship spe- cialist, and a psychologist, and their studies are about the implementation of MIA in different contexts. Here are descriptions of these five studies.Furthermore, data showed that the MIA intervention helped participants manage "dissonance" in their lives and produce changes specific and rel- evant to each individual, i.e., adults in the Kichwa community changed their assumptions and got rid of the mining company without violence. Moreover, the researchers who conducted research in the Amazon rainforest changed their research approach from top-down (doing research on people) to hu- man development cocreation (doing research with people). Lastly, partici- pants in the academic institutions changed their way of interacting with their environment and others, and most importantly observed and changed be- haviors that were sabotaging their efforts to succeed in life. They overcame their assumption of "knowing it all" and became more open to others' per- spectives. Each change was specific to the individual, resulting in a tangible betterment of their lives (Vergara, 2016). This cognitive development in par- ticipants enabled them to apply systemic thinking in their lives (Flood, 2006). The MIA methodology affects mental models. Mental models mirror an entrepreneur's behavior. They are the starting point in every entrepreneur- ship strategy because mental models act as lenses that distort our vision and determine what we see (Senge, 1990, 2000; Senge & Sterman, 1992). The first corporation to discover the mental model's power potential was Royal Dutch/Shell. This corporation discovered that by clarifying their as- sumptions, finding internal contradictions about those assumptions, and by elaborating new strategies based in new concepts, they achieved a singular source of competitive advantage (Senge, 1990, 1992). Our taken-for-granted assumptions are embedded in our subconscious, thus they are difficult to identify. And due to them, when we are developing our entrepreneurship venture, we are making decisions based in our men- tal models that contribute to the failure or success of the venture. Whenever we think about the negative and positive characteristics that influence the Ecuadorian entrepreneur in such a way, then many compa- nies do not show any sign of development, neither innovation or improve- ment in the standard of living throughout the country (World Bank, 2014). Therefore, when we face this type of challenge, it is very important to work from the bottom up through the workers and students. Thus, we can pro- vide the common citizen the adequate attitude, which is the base wheredespite what some studies say (World Bank, 2014), does not present a favor- able context for entrepreneurs in the long term. In spite of the economic situation of the country, this one positioned itself among the first places in several categories of the GEM 2015 (Global Entrepreneurship Monitor). For those unfamiliar with the GEM, we could define it broadly as one of the largest research projects worldwide on entre- preneurship. Sponsored by Basan University and London Business School. The GEM (2015) proposed Ecuador as it is one of the countries that has the highest percentage of entrepreneurial people in the world, and the country in general offers a competent environment to undertake. But ana- lyzing the reality of the countries and this report, it was difficult to interpret the information against reality. Thus, we were out of context because in Ec- uador the unemployment level was the highest in history according to the Ecuadorian Institute of Census (INEC, 2016), and more than 30% did not have formal employment. These numbers show the reality of the lack of an impact of entrepreneurship with innovation, which in Ecuador was evident. In this context, it was necessary to highlight the high percentage of Ec- uador in the Index of Early Learning Activity-TEA Actividad Temprana Emprendedora (Global Entrepreneurship Monitor, 2016). With 33.6%, it was established that the emerging ventures in Ecuador had been given two major motivations: one by opportunity with 69% of the TEA (Global En- trepreneurship Monitor, 2016), and the other by necessity with 31%. This shows that on average 1 in 3 people in the country has started a business or owned one for a period of no more than 42 months. But while this figure is flattering for the Ecuadorian population, the vast majority of these ventures (whether established or not) do not triumph on a large scale. In other words, they did not reach the levels of scalability that would have enabled entrepreneurship to move to the next level. Perhaps these two great motivations can be understood as in the case of the need that the Ecuadorians have to subsist, and to look for alternatives that generate some economic income. The financial need that arises in the population made them explore the creation of business opportunities. However, they were not confident when they began their venture because