This critical mirroring is enthralled on my leadership encounter through which I propose areas for my improvement. I am also using hereto leadership concepts and theory concepts to evaluate and examine the leadership exposition that I am introducing. Leadership is an activity or sequence of actions aimed toward group objectives; it is an incessantly exhibited behavior sequence with specific objectives. (Ricketts and Ricketts, 2011)
The Leadership encounters that this article addresses focus on my previous experiences in a previous job. I consider it fascinating to use my experiences with my leadership case as I trust this would permit me to recommend areas for my development. The case is, therefore, observation of Leadership in Action. (Morrison, 2007)
I am a friendly individual, and I relish listening to the interests and preferences of other individuals by welcoming them to talk. I relish creating an enjoyable communication environment, and I implore questions about myself. I have always appreciated speaking with people, but I perceive myself to be attentive to what they share when facing a situation. I take pride in being an adequate listener as I don’t cut off people when talking. Seemingly, this has proved to be one of my excessive strengths as a dynamic participator. I have put my listening skills to the test via ongoing personal commitment in disparate leadership implementation environments in certain circumstances. (Lawler, 2005)
To illustrate, as a striving leader, I always found myself in peculiar situations that call for active participation inefficient decision-making to guarantee that the aftermath is ideal. I was adept at steering a charged immersive meeting into a result-oriented and objective conference in one of such circumstances. Eventually, I discerned that my inner capability to conciliate contrasting opinions without detriment was very coherent. I assigned tasks to accomplish the multitude of duties within the office. Frequently, meetings were held to refurbish the whole team on the tasks that individual members had fulfilled. My listening skills were formidable in that I never overlooked any one point of particulars being reported to me. From this set of details, I was able to consolidate distinctly the objectives being broached to me, contemplate each piece of information as a prospective input to what the company was striving to attain, and recognize the difficulties and obstacles along the way. I executed all this with the team’s assistance. It must also be acclaimed that teamwork is a crucial component of Leadership, which should be regarded as ineffective and efficient Leadership (Parker, 2008).
A good attribute that was noteworthy was my capability to see a particular occurrence categorically despite the team’s dinge view of it. I considered myself an autonomous leader who adhered to the ultimate responsibility while consigning sovereignty to others. With my initiative, the downward and upward communication was productive. Likewise, there was elevated employee engagement and devotion due to the ability of employees to engage in the decision-making activity of the team. This way, I could inspire employees to perform beyond just being mass workers. Pride and colleagues (2010) featured this notion of Leadership in their conversation about leadership techniques. Furthermore, this layout was coordinated with transformative leadership theory, which is enthralled on people’s cooperation with others as they build dependable interrelations that steer [1]Towards trust, and in turn, it steers toward improved extrinsic and intrinsic incentives in both the followers and the leader. (Gittens, 2009; Lussier and Achua, 2010)[2]
Job liberty was also promoted in the group and the company itself, with the minutest scope for administration from the director himself. This way, as supervisor of the team, I was capable of effectively strengthening my dedication to the position as I correspondingly felt being the one who assigned the tasks and discerned a sense of accomplishment in return. Significant job liberty assuredly produced identity in the workplace for those assigned to fulfill the tasks. This ambiance of freedom and responsibility made my subordinates value our jobs more; it also aligned with what Bligh and Riggio (2013) say about job control and liberty, where they asserted that – job control and liberty – lead to employee commendation. I may express that soaring levels of liberty and empowerment inspired my commitment to my work. My superiors aided to encourage, mainly in leader-follower extent, with the head not always there to oversee the employees’ actions. ( Bligh and Riggio, 2013). Transactional theory may be present in the case instance, through which it displays an agreement between the followers and the leader, bestowing significance to a mutually beneficial and positive relationship. (Martin et al., 2006) The efficiency of this theory is evident in the advancement in a collectively strengthening environment, for which personal goals and those of the company are in sync.
Moreover, systematic problem solving was not an exclusive exercise of our head, but one that included everyone in the team; hence, a group-participating exercise. I proceeded to assume the role of a coordinator to encompass one and all in the problem-solving process, putting down my opinions and views approaching a specific direction without disregarding others’ opinions and perspectives. The path-goal theory is evident in the following example, where the leader leads tasks and activities with differing manners. The theory asserts that the leader works out the direction to be followed and persuades the team to attain it by requesting suggestions, rewarding, and commanding. (Griffin and Moorhead, 2012)
Regardless, I realized that I did not get through development schemes for creative problem-solving. I now know it is crucial, considering that for a leader, the utilization of collective skills and creative approaches is part and parcel of the leadership scheme, just as what Higgins (2012) had proposed.
In this respect, since I facilitated my people to perform well in appointments, I was adept at operating well as a coach. I was the type who was inclined to assign and was at ease when handing out assignments to the group. The kind of affairs that I assigned to those I led was not those touching on tasks but on obligations, which also coordinated with the analysis of Lussier and Achua (2010). I was not the sort of leader who would reckon that he was the boss with sufficient experience and knowledge as access to problem-solving, solving complications and difficulties by himself. I believe that he is the most competent one is what Tracy (2013) referred to as reverse delegation. Instead, I evaded enacting this reverse delegation by compelling my subordinates to elucidate the challenge, establish a range of resolutions, and choose an endorsed resolution. I believed that I could enlarge the team of my staff, which was one of my primary obligations as a leader, by aiding them to advance their problem-solving techniques. A co-worker once asked me for a solution to a particular problem; my response, as always, was, “What do you perceive should be done in this case?” Therefore, in many situations, I encouraged team members to develop the best approach to a particular situation or problem. There were instances when an issue seemed too complicated to be addressed by a team member, and they would seek my help, to which my specific feedback would be to assert that the person should figure out how to handle it with my guidance. Coincidentally, Tracy (2013) expressed that in a situation where an employee goes back to the leader with a complaint, they could not handle the task correctly. It is preferable for both of them if the leader directs the person in managing the job instead of giving it back and putting it to his load, which is presumably full.
As much as I could, I did not intervene or take sides in interpersonal issues, to which some people in the team would try to make me a counselor or a mediator. My propensity was not to convey a view exhibiting favor to one side over the other. This viewpoint was also accepted as positive by Tracy (2013), who expressed that one would not have the whole story as a regulation. After a leader assumes a particular position, it might translate into abating his sovereignty with both individuals in the future. As an outcome of exemplary performance, I rewarded the deserving employee.
My significant weaknesses in the Leadership Assessment Competency are instructing and counseling, progressing external contacts, and aiding the community. I haven’t encountered many incidents with counseling, and I strive to work on being exceptional in counseling. When it occurs to advancing external contacts, I am very cordial to others, but I have some difficulties staying in contact with individuals in my social circle and networking. Notably, Tyson (2008) suggested that the components of faith within the unconscious and conscious presents are crucial towards comprehending possible challenges and expectations. (Tyson 2008)
I have concluded from Tyson’s theory that I am an intellectual envisioner; this signifies that I learn by planning, analyzing, and thinking before committing to anything. For instance, when I came across a difficulty in deciding on whether to take part in a particular team conference or not, I had to deliberate about it evaluate it. Then I felt contended to show up since the facilitators were individuals I liked; this proves that I am logical and rational. My most fabulous skills are interactive; I am an exceptional listener, create effective alliances, and am concerned about others. (Devito 2006)
I associate with the path-goal theory put forward by Tyson. This leadership theory is one that I want to pursue to advance on and utilize as a figurehead in the future. The path-goal theory is concerned with how heads inspire subordinates to realize their goals (Tyson, 2004). It is hinged on the expectancy theory, using the expectancy convictions like, “If I accomplish greater tasks, rewards will follow,” “If I strive harder, I will perform better,” contributory beliefs, and “I treasure the rewards feasible.”
Based on the case conferred, the recommended areas for my development as a leader are: assigning responsibilities to my team members, encouraging decision-making through [3][4]Problem-solving and inspiring the workforce through a high degree of job control and liberty. I have grasped through this exercise that assigning tasks is not only to unburden or free the leader of the countless assignments but to allow opportunities for advancement. Likewise, encompassing the whole team toward a problem-solving exercise leads to an opportunity for decision-making. Notable here is the certainty that decision-making permits workers to become more concerned with the job. (Bhattacharya and McGlothlin, 2011)
I am also considering that an elevated level of liberty entails equaling skillsets for the job. Workers with elevated job liberty usually tend to discern more significant obligations for either the failure or success of their efforts and are likely to encounter high job satisfaction (Lewis et al., 2007). My members’ skills should accordingly be in sync with the level of liberty demanded from their job, and I could assist them in working on growing their skills through related coaching and training.
In conclusion, a leader assumes a vital role in the advancement of members and in attaining company goals. This critical attestation exhibited this perception by discussing maintaining one’s authority by not taking sides in members’ problems with interpersonal relationships, job liberty, problem-solving, and delegation. I was able to advocate for motivation and trust both for myself and my team members, typical of transformational leadership theory. The transactional theory was also expressed as a particular undertaking based on a collectively constructive relationship between the employees and the leader. This scenario is also regarded with the path-goal theory, where the head leads the followers in following a particular path. The case led to the recognition of my areas for advancement. (17th International Studying Leadership Conference ‘The Power of Leadership?’, 2018)
Presently, I am carrying out transformational leadership techniques and have been productive in time administration and regulating limiting deriders such as discussing personal issues during conferences, lateness, and diverted attention. I have excelled in the self-reward establishment. (Wren 2005) Nonetheless, the significant difficulty was to settle on being a liberated reviewer of distinctive, transformative leadership enterprises since I was occasionally ineffective in making sure that other individuals were dedicated to the course of Action.
I determined that situational Leadership engrosses in a dynamic learning process through rewarding communal learning, promotion, and facilitation results in the field. I strive to implement the three-building steps of conditional Leadership, including learning social performance, practice leadership that strengthens performance, solid learning processes, and a responsive learning environment. (Baxter 2014). By using the diagnostic tools, I can evaluate the areas of personalized situational Leadership that call for essential development pushing the individual closer to an exemplary leadership domain. (West 2006)
Self-discretion in conditional Leadership plays a notable role in creating the leadership environs for situational circumstance administration from extrinsic factors (Hui-Wen et al. 2010). My self-led outlook is aimed at collective strategies that entail outlining particular leadership occurrences to regulate conditional management objectives on observing automated feedback. I will acknowledge the correlation between the feedback and acknowledging means evaluating the interrelations’ effectiveness and procedures to implement and substitute the misdescribed thoughts with more practical conditional redress. (Andreadis 2009)
I plan to successfully implement the three classifications of leadership styles, entailing the awareness that an obstacle exists and modifying this obstacle into an advancement goal. The application step culminates by advancing an elucidation to the difficulty. Nonetheless, there necessitates development in keeping my conditional management guidelines within the duties and goals at hand. (Avolio 2010) Typical difficulties in leadership administration comprise external and internal forces that impede the potential to control the tasks’ challenges and productivity. (West 2006)
Consequently, it is circumstantial that constructive Leadership is positively and directly proportional to the dynamic level displayed in a person. In this view, I must curtail these challenges to encourage and promote goal accomplishment within a laid down plan. I am presently observing counterproductive habits and practices as the dismissive guidelines which restrict leadership prolificity brought about by these challenges. Substantially, this unsought behavior is frequently related to unproductive performance. (West 2006)
For the sake of comprehending the repercussions of counterproductive and productive Leadership on fecundity, performance, and productivity, my stronghold will be to indicate the characteristics and scope of each practice module related to leadership obstacles (Casimir & Waldman 2007). However, the procedure obligates a periodic and systematic evaluation of discipline, respect, optimal performance, organization, professionalism, and organization.
Dismally, these measures are strenuous to quantify. Accordingly, my dynamic leadership strategy will emphasize the necessity for active coordination between the roles allocated in the execution and planning of the desired targets for the designated roles within the confines of conditional Leadership, transformative Leadership, task-person inclination, and personality. (Chen, Tsui, & Farh 2002)
The responsibility of a leader is essential in a person’s professional and personal setting. In my tenancy in my professional situation, I have discerned that the figureheads hold the authority to initiate a particular degree of change in the company and team setting. My experience in the professional and personal background has upskilled me to focus on some aspects like team-building skills, overall leadership skills, and the self-awareness aspects (Brown, 2003). The responsibilities of the heads are crucial in the professional and personal setting. My education credentials my graduate degree will aid me to comprehend that there exists a crucial difference between real-life occurrences that originate from the company setting and the theory that we read in textbooks. (Cashman, 2017)
My encounters over the years have educated me to comprehend the contrast between the modern technique of Leadership and the traditional system of Leadership (Edie et al., 2016). Throughout my preliminary encounters in the professional ambiance, the leaders fundamentally [5][6]Center more on their superior status in the company and their authoritative power. I had noticed this principally when I set out as a supervisor. I strive to be a motivational leader who can usher his subordinates and the whole team forward cordially. Therefore, my leadership perspective enfolds rich communication and teamwork. (Goltra, Goltra& Peter, 1998)
I will take up the role of a transformative leader who is disparate from the convectional kind of figurehead. I will concentrate on the chief capabilities and strengths of all the team members so that we all can advance together as a group and as a company (Gronn, 2002). I will endeavor to be an optimistic and confident leader as I have understood that the prosperity of a leader does not hinge on him alone. Still, it also hinges on his followers and team members.
Within the five years, I will assemble my previous classmates, making unofficial groups to tackle specific issues in society. The enterprises comprise visiting older people’s homes, planting trees, educating the youth, and cleaning the city. In the groups, I will establish and make sure that I assume some leadership responsibilities and have my companions assess my skills; I will also permit the groups to censure my abilities and the strong points that I possess. This viewpoint will help me identify the areas that I need to work on and know those sections that I have strengths that need to be fortified.
To guarantee that I remain practical and relevant in my Leadership, I will ensure that I incessantly enhance my skills by taking part in educative conferences and seminars and consistent learning. The equipment that I will be using will be those that can make me a better figurehead and enhance my skills. Periodically, there are conferences held and operated by scholars in Leadership; I will make it necessary to take part in them and gain a thing or two. I will make sure that I attend these seminars and training at least twice a month.
There has been the innovation of computers; they principally provide opportunities and chances for virtual groups, which are of great use updating myself on everything happening in the business arena and getting information on Leadership. I will volunteer in the groups and become an agile and active member; from my research, I have concluded that leadership expertise and skills can only be advanced when an individual exercises and practices the art; each time, there is an opportunity to lead. I will be ensuring that I utilize the chance to gain some new skills and volunteer. I will enhance my leadership techniques can be enhanced further by signing up for a management course; I will take up the courses to guarantee that my skills have been enhanced and sharpened further. (Morrison, 2007)
Intermittently I will be assessing and evaluating myself and exploring the areas that I need to work on; in the current leadership layout, leaders do not stand by to fail before they execute assessments on their skills. There are particular queries that leaders should consistently embody when they want to assess their skill set. As individuals who impact others, they should question where and how they impact by literally realizing their level of effect and influence. The next question I will be asking myself is how I should enhance individuals’ skills that would empower them to have the capability to deal with problems. I will query myself if I have a healthy relationship with others. Another question that I will consider asking myself is if I have a positive attitude and outlook as a dismissive attitude will influence the leadership capability of a person. So the question should be whether or not you perceive the obstacles or possibilities. I will be using the above questions to assess my skills. (The Leadership Quarterly Special Issue on Leadership, Self, and Identity, 2003)
Another critical assessment of weaknesses and strengths is the propensity of a figurehead to view the evidence in them as capable of advancing self-discipline and personal. Particular questions that can be implored include achieving worthwhile goals and targets and managing time well. The other way that I will evaluate my weaknesses and strengths as a leader is to have certified records of my past ideal performance in my field. I will strive to envision future prosperity while retrospecting on the previous accomplishments, accede to the status quo, and simultaneously possess the ability to identify difficulties in the company. I will have an all-inclusive mindset that would empower me to reflect and resolve in an extensive perspective. I will be utilizing this approach ever so often to guarantee that my skills are advancing. (Special Issue Leadership Journal: Indigenous Leadership, 2014)
In the self-contemplation, I have discerned that I have powerful leadership capability that I need to grow. My courage and decisiveness are the most significant strengths that I possess. To advance my strengths further, I will be borrowing from leadership articles and journals published in dailies and periodicals. To get a broader frame of reference and build up better administration skills, I will utilize the internet to participate in virtual team activities and access international articles and news. (Kelly and Nicholson, 2021).
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