Assessment Task Two: Leadership From Theory To Practice ✓ Solved

Assessment Task Two Leadership From Theory To Practice And Self Refl

Assessment Task Two: Leadership: From theory to practice and self reflection. Due date: Week 09. The task involves selecting a successful or effective leader you can observe and interview, analyze their leadership traits and behaviors, and reflect on how you can improve your own leadership qualities based on your observations and their feedback. The process includes three stages: Observation, Interview, and Self-Reflection & Recommendations. You are to critically analyze leadership theories and practices, support your findings with academic concepts, and include background information of your chosen leader. The written report should follow a structured format with an introduction, body sections (Observation, Interview, Reflection), conclusion, references, interview questions, and optionally, appendices. You must use at least 10 credible academic references and ensure proper referencing. The report length is approximately 3,000 words. The assignment aims to enhance your understanding of leadership complexity and improve your leadership effectiveness through critical analysis and reflection.

Sample Paper For Above instruction

Introduction

Leadership remains a central theme in organizational and social sciences, embodying complex behaviors, traits, and influence tactics that drive followers towards shared goals. In this paper, I explore leadership through a practical lens by analyzing the leadership style of a renowned Singaporean athlete-turned-leader, the former national sprinter, whose contribution to Singapore’s sports landscape exemplifies effective leadership. The objective is to understand his leadership traits, influence tactics, and situational adaptability, supported by relevant theories. Additionally, I will reflect on how these insights can inform and improve my own leadership practice.

Observation of the Leader

The candidate for this study is a highly decorated Singaporean sprinter, known for his competitive success and active engagement in promoting sports. During the observation phase, I noted several leadership traits characterized by enthusiasm, resilience, and passion. His motivational approach aligns with transformational leadership theory, emphasizing inspiration and vision (Bass & Avolio, 1994). His behaviors include setting high standards, demonstrating commitment through active participation, and fostering a sense of pride among aspiring athletes. For example, during public talks and sports events, his energetic demeanor and storytelling inspired young athletes to persevere despite setbacks.

In terms of influence tactics, he often employs inspirational appeals, emphasizing Singapore’s sporting success as a collective achievement, motivating others to aspire toward excellence (French & Raven, 1959). His use of personal credibility enhances his influence, as his achievements serve as a testament to his leadership effectiveness. Situationally, he adapts his leadership style based on context—providing detailed coaching during training and adopting a more motivational approach during public engagements. This aligns with Hersey and Blanchard's (1969) situational leadership model, which highlights flexibility based on followers' readiness.

Interview with the Leader

The interview provided insights into his leadership philosophy and his application of influence tactics. He articulated that building trust and credibility is foundational to his leadership—"people believe in your sincerity and dedication." He sees himself as a transformational leader who motivates athletes through shared vision and high expectations, aligning with Burns’ (1978) concept of transformational leadership. When asked about situational changes, he explained that adaptability is crucial; he alters his style—from coaching to mentoring—depending on the individual's needs and the situation.

He shared stories of overcoming adversity, emphasizing perseverance, teamwork, and resilience—traits linked to servant leadership and emotional intelligence (Goleman, 1998). He believes that successful leadership involves continuous learning, humility, and setting an example. Regarding what makes a good leader, he highlighted integrity, passion, and empathy. His feedback on my leadership qualities underscored the importance of clarity in communication and emotional resilience, echoing Goleman’s (1998) emphasis on emotional intelligence as integral to leadership.

Self-Reflection and Recommendations

The observation and interview reinforced the multifaceted nature of effective leadership, integrating traits like passion, resilience, and influence strategies such as inspiration and credibility. These findings support well-established theories including transformational leadership, influence tactics, and situational adaptability (Bass & Avolio, 1994; French & Raven, 1959; Hersey & Blanchard, 1969). I recognize the importance of aligning leadership style with followers' needs, and the significance of emotional intelligence and authenticity in inspiring trust.

Reflecting on my own leadership, I see opportunities to develop greater emotional awareness, clarity in vision, and adaptability. For example, I tend to utilize a direct approach; however, I can benefit from fostering a more supportive environment internally, similar to the leader's balancing of motivation and coaching.

Based on this experience, I recommend that the leader continue developing emotional intelligence, specifically empathy and self-awareness, to deepen trust and engagement. For me, practicing active listening, providing tailored support, and maintaining integrity could enhance my effectiveness. Furthermore, intentionally cultivating resilience in challenging situations through mindfulness and reflection would strengthen my leadership capacity.

Conclusion

This exploration of effective leadership through observation and interview has demonstrated the importance of traits such as passion, credibility, and adaptive influence tactics. Supporting leadership theories with practical examples confirmed that transformational and situational models are integral to understanding leadership effectiveness. Personally, these insights will inform my ongoing leadership development, emphasizing emotional intelligence and authenticity. Leaders who demonstrate resilience, clarity, and empathy can inspire followers and adapt to dynamic contexts, qualities that I aspire to embody.

References

- Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.

- Burns, J. M. (1978). Leadership. Harper & Row.

- French, J. R. P., & Raven, B. (1959). The bases of social power. Studies in Social Power, 150-167.

- Goleman, D. (1998). Working with emotional intelligence. Bantam.

- Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior—Utilizing human resources. Prentice-Hall.

- Hersey, P., & Blanchard, K. H. (1992). Situational leadership II: Developing leaders for rapidly changing workplaces. Training & Development Journal.

- Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage publications.

- Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.

- Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Mind Garden.

- Robbins, S. P., & Coulter, M. (2018). Management (14th ed.). Pearson.

Interview Questions

1. Can you describe your leadership style and what traits you believe are most important for effective leadership?
2. How do you motivate and inspire those around you?
3. Can you share an example of how your leadership style has adapted to different situations?
4. What influence tactics do you find most effective in your leadership practice?
5. What qualities do you believe contribute to being a successful leader?
6. How do you handle setbacks or challenges in your leadership journey?
7. What advice would you give to someone aspiring to be a good leader?
8. In your experience, what is the role of emotional intelligence in leadership?
9. How do you balance different leadership styles when working with diverse individuals?
10. What do you think are the common pitfalls to avoid in leadership?