Reflection Assignments 1 Action Observation Reflection Model

Reflection Assignments1action Observation Reflection Modelleadership

Reflection assignments include the action-observation-reflection model for leadership development, analysis of leadership maxims, personality profile assessment and peer feedback, discussion of key leadership skills, group development stages, organizational culture factors, and the concept of Level 5 leadership in relation to other leadership styles.

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Leadership development is an ongoing process that benefits greatly from experiential learning, reflection, and understanding of core leadership concepts. The action-observation-reflection model provides a practical framework where leaders act intentionally, observe the outcomes of their actions, and reflect critically to improve future behavior (Bennis & Biederman, 1997). This cycle encourages leaders to learn from real-world situations and fosters continuous growth and adaptability.

One crucial aspect of leadership development involves understanding personal leadership philosophies through maxims. For example, a leader might hold the maxim, "Lead by example" or "Listen more than you speak." These maxims serve as guiding principles and shape behavior in various contexts. Their effectiveness varies depending on the situation; for instance, leading by example might be most effective when inspiring trust but less so in highly hierarchical environments. To test these maxims, a leader can experiment with them intentionally in different settings, observe the outcomes, and solicit feedback to assess their influence.

Assessing one’s personality profile further enhances self-awareness, which is essential for effective leadership. By completing a personality assessment (such as the Myers-Briggs Type Indicator or the Big Five), individuals gain insights into their traits and preferences. For example, a high score on extraversion indicates a social, outgoing nature, which may align with previous self-perceptions. Sharing the profile with trusted friends or family members allows for external feedback, often revealing whether others perceive the individual's traits as consistent with their self-image. Discrepancies can highlight areas for development or reinforce strengths.

The selection of leadership skills is vital in cultivating effective leadership. Building credibility fosters trust and respect, while effective communication ensures clarity and alignment. Listening skills enable leaders to understand team members’ perspectives, and assertiveness helps in making decisions confidently without alienating others. Improving these skills involves deliberate practice: for instance, active listening exercises, public speaking engagements for communication, or conflict resolution training for assertiveness. Although not all skills are necessary in every context, mastering a tailored combination enhances leadership effectiveness.

Understanding group development through Bruce Tuckman’s stages offers valuable insights into team dynamics. The four stages—forming, storming, norming, and performing—describe the natural progression of team cohesion. For example, a recent project team I was part of went through these phases: initially, members were polite but reserved (forming); conflicts arose as roles and expectations were challenged (storming); team standards and norms were established (norming); and the team achieved high productivity (performing). Sometimes, teams attempt to skip stages or accelerate the process, but doing so may lead to unresolved conflicts or lack of trust. Skipping stages, especially storming, can result in superficial cohesion and poor performance later, indicating that each stage has a critical function.

Organizational culture profoundly influences leadership and group functioning. Edgar Schein’s framework of artifacts, espoused values, and underlying assumptions—myths, symbols, rituals, and language—provides a lens for understanding organizational culture. In my previous organization, rituals like weekly town hall meetings and symbols such as company logos contributed to shared values of transparency and innovation. Language and stories reinforced cultural narratives, shaping leaders’ behaviors. These cultural elements impact leadership by setting norms for communication, decision-making, and change management; leaders who understand and leverage these cultural facets can foster stronger engagement and commitment.

The concept of Level 5 leadership, introduced by Jim Collins in "Good to Great," emphasizes humility combined with professional will. Level 5 leaders are characterized by their fierce resolve to achieve organizational greatness while maintaining humility and focusing on collective success (Collins, 2001). Comparing this with other leadership styles: Charismatic leaders often inspire through personal magnetism but may lack humility; transformational leaders motivate change and innovation but can be driven by their vision; transactional leaders focus on process and results, often via rewards or penalties. Level 5 leaders integrate the perseverance of transactional leadership with the vision of transformational leadership, but with a humility that prevents ego-driven decisions, fostering sustainability and long-term success.

In conclusion, effective leadership encompasses a combination of reflective practice, understanding personal and organizational dynamics, and mastering core skills. The action-observation-reflection cycle ensures continuous growth, while appreciation of leadership maxims, personality insights, team development stages, and organizational culture deepen a leader’s capacity to influence positively. Importantly, embracing the humility and resolve of Level 5 leadership can serve as the ultimate model for sustainable excellence.

References

  • Bennis, W., & Biederman, P. W. (1997). Organizing Genius: The Secrets of Creative Collaboration. Basic Books.
  • Collins, J. (2001). Good to Great: Why Some Companies Make the Leap... and Others Don't. HarperBusiness.
  • Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
  • Hersey, P., Blanchard, K. H., & Johnson, D. E. (2012). Management of Organizational Behavior: Leading Human Resources (10th ed.). Pearson.
  • Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78-90.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Hackman, J. R., & Oldham, G. R. (1976). Motivation through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250-279.
  • Edmondson, A. (2012). Teamwork in Health Care: Key Discoveries and Practical Recommendations. Journal of Organizational Behavior, 33(S1), 119-137.
  • Johnson, C. (2018). Exploring the Role of Organizational Rituals and Symbols in Culture. Journal of Organizational Culture, 5(3), 45-60.
  • Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson Education.

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