Share Something From The Harvard Business Review Article

Share Something From The Harvard Business Review Article By Kotter

Share something from the Harvard Business Review article by Kotter "What Leaders Really Do" that was something new for you to consider about leadership. Or, perhaps there is something that you disagree with? Maybe the article touched on something that you want to give more thought. In other words, what's something that "makes you go hmmm?"

Share something from the "How Self-Reflection Can Make You a Better Leader" video and the "Why You Should Make Time for Self-Reflection" article that was something new for you to consider about leadership. Or, perhaps there is something that you disagree with?

Paper For Above instruction

Leadership is a multifaceted concept that has been extensively studied and debated across various disciplines. The Harvard Business Review article by John Kotter titled "What Leaders Really Do" offers a transformative perspective on leadership by emphasizing the distinction between leadership and management, challenging traditional notions, and highlighting the dynamic roles leaders play. Additionally, self-reflection emerges as a critical component of effective leadership, as discussed in the articles and videos titled "How Self-Reflection Can Make You a Better Leader" and "Why You Should Make Time for Self-Reflection." Together, these sources underscore the importance of introspection, emotional intelligence, and adaptive strategies in cultivating authentic and effective leadership.

In Kotter's article, one of the most compelling insights that challenged my previous understanding of leadership was his assertion that leadership involves creating change and setting a direction, rather than merely maintaining stability through management. Kotter emphasizes that leaders are visionaries who motivate people to embrace change and innovation, often in the face of resistance. This perspective was illuminating because it shifts the focus from traditional managerial tasks—such as planning, controlling, and organizing—to a more dynamic role that requires courage, inspiration, and adaptability. What "makes you go hmmm" is Kotter’s assertion that many organizations underestimate the importance of leadership at all levels, assuming management alone can sustain organizational health. This dispels the misconception that leadership is confined to top executives and underscores the necessity for developing leadership capacity across all tiers of an organization.

Furthermore, the concept of "leading change" as a continuous and proactive activity was a new perspective for me. Kotter outlines specific steps for leading change effectively, such as creating a sense of urgency and building guiding coalitions. These insights resonate with current organizational challenges where rapid environmental shifts demand agile leaders capable of mobilizing teams swiftly. I found myself contemplating the practical implications: How can organizations foster a culture where leadership is democratized and distributed rather than centralized? This question highlights the need to rethink leadership development programs to include middle management and frontline employees.

Turning to self-reflection, the "How Self-Reflection Can Make You a Better Leader" video and the article "Why You Should Make Time for Self-Reflection" provide compelling arguments on the impact of introspection on leadership effectiveness. A key insight that I found new was the understanding that self-reflection is not merely a personal exercise but a strategic tool for leaders to enhance emotional intelligence, decision-making, and resilience. The idea that deliberate self-reflection can help identify unconscious biases and areas for growth is profound, considering how often leaders fall into reactive patterns under pressure. This practice enables leaders to develop greater self-awareness, which is essential for authentic leadership.

An aspect I initially disagreed with was the notion that self-reflection can be scheduled or practiced sporadically. I used to believe that reflection should be a spontaneous or as-needed activity, but the articles convincingly argue that setting aside dedicated time for reflection yields more consistent and meaningful insights. This challenged me to reconsider my approach to personal development, recognizing that discipline in reflection can lead to transformative growth. Moreover, both the video and article emphasize that self-reflection fosters humility and openness to feedback, which are vital qualities for adaptive leadership.

One particular point that "makes you go hmmm" is how self-reflection can uncover deeply ingrained leadership blind spots. For example, leaders may not realize how their communication style affects team morale or how their decision-making preferences hinder innovation. Through structured reflection, leaders can identify these blind spots and modify their behaviors accordingly. This insight underscores the importance of continuous introspection for evolving as a leader.

In sum, Kotter’s differentiation between leadership and management, along with the emphasis on proactive change and vision, provides a nuanced understanding of what it truly means to lead. Coupled with the insights on self-reflection — particularly its role in developing emotional intelligence and adaptive capabilities — this exploration reveals that effective leadership is an ongoing journey of self-awareness and intentional change. As organizations navigate complex landscapes, cultivating reflective practitioners who can lead with authenticity and resilience becomes not just advantageous, but essential.

References

Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103–111.

Gordon, D. (2019). How Self-Reflection Can Make You a Better Leader. Harvard Business Review. https://hbr.org/2019/04/how-self-reflection-can-make-you-a-better-leader

Brown, B. (2018). Why You Should Make Time for Self-Reflection. Harvard Business Review. https://hbr.org/2018/03/why-you-should-make-time-for-self-reflection

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Crabtree, S. (2015). The Power of Reflection in Leadership. McKinsey Insights.