Your Leadership Reflection Journal Should Exhibit A Personal ✓ Solved

Your Leadership Reflection Journal Should Exhibit A Personal Reflec

Your Leadership Reflection Journal should exhibit a personal reflection of your present leadership competencies and also possible adjustments that could be made to your leadership approach. Importantly, your Journal entry should be in light of the various concepts that have covered each week in the course. Also of importance, the Leadership Reflection Journal should be far beyond a mere casual discussion. It should demonstrate a high level of understanding and should also provide adequate integration of authoritative sources as assigned for reading each week.

You should integrate other scholarly sources, most preferably to review literature retrieved from the University research library. Your weekly Leadership Reflection Journal should be no less than one page and no more than two pages in length.

Answer: The leadership theories which are applicable in workplace settings are as follows: Communitarianism, Collective leadership, Authentic Leadership, and Transformational Leadership. Each of these theories offers a distinct perspective on leadership, with a focus on collaboration, authenticity, and change.

I really admire Hersey and Blanchard’s situational leadership model, which suggests that there is no specific style followed by a leader. Instead, the leader must adapt their style based on the gravity of the situation and the maturity of the followers. An effective leader must also possess negotiation, communication, and problem-solving skills to guide their teams effectively.

Paper For Above Instructions

Leadership is a dynamic field that continually evolves as the needs of organizations and their employees change. Reflecting on my leadership competencies and considering adjustments is essential not only for personal growth but also for fostering a more effective and cohesive working environment. This reflection draws on concepts introduced throughout the course, detailing personal assessments and exploring applicable leadership theories.

First, it's critical to acknowledge the significance of authenticity in leadership. Authentic leadership emphasizes genuineness, trust, and integrity. In my current leadership practice, I strive to lead with authenticity by being open and honest with my team. I acknowledge my mistakes and view them as opportunities for growth, both for myself and my team. According to George et al. (2007), authentic leaders are often more relatable and can inspire trust, which is vital in a successful leader-follower relationship.

Furthermore, I lean towards transformational leadership principles, which prioritize inspiring and motivating team members towards a shared vision. Transformational leaders act as change agents within their organizations. I am focused on developing a long-term vision for my team that aligns with broader organizational goals. My aim is to cultivate an environment where innovation thrives, as noted by Bass and Riggio (2006), who emphasize that transformational leaders ignite motivation by encouraging followers to exceed their own self-interests for the sake of the organization.

In addition to these leadership styles, I have found the need to incorporate aspects of situational leadership as proposed by Hersey and Blanchard (1982). Their model advocates for flexibility in leadership styles, tailored to the unique context and maturity level of followers. In practice, I can adapt my approach from authoritative to more delegative, depending on the team dynamics and the challenges at hand. For instance, when my team is faced with a new project, I take a directive stance to provide clear guidance. However, as team members become more adept and confident in their roles, I shift towards a more supportive approach, allowing for increased autonomy.

Through this reflective process, it has become apparent that my leadership competencies can be enhanced by fostering better communication and listening skills. Effective communication is vital for any leader, as articulated by Hackman and Johnson (2009). I aim to hone my ability to articulate my vision clearly and ensure that my team members feel heard and valued. Moreover, my listening skills are crucial in understanding the unique perspectives of my team members, which in turn supports a culture of inclusivity and collaboration.

Furthermore, negotiation skills are essential for leaders, particularly in conflict resolution and managing team dynamics. Effective leaders must build consensus and navigate differing viewpoints. This skill not only aids in resolving disputes but also fosters a sense of teamwork and mutual respect within the organization (Ury, 1991). To strengthen my negotiation capabilities, I plan on engaging in workshops that focus on conflict resolution techniques and effective communication strategies.

Lastly, adopting a people-centric approach to leadership enhances team morale and effectiveness. Leaders must be perceived as approachable and genuinely concerned for their team's welfare. By integrating a paternalistic leadership style, I can build rapport with team members, fostering a supportive work environment. This aligns with the findings of Goleman (2000), who highlights the importance of emotional intelligence in leadership. Empathy and relationship-building are fundamental for creating strong team dynamics, allowing for a collaborative culture that drives performance.

In conclusion, my leadership reflection has illuminated several areas for growth and potential adjustments. By embracing authenticity and transformational practices while integrating situational leadership methodologies, I can adapt my approach to meet my team's evolving needs. Focusing on enhancing communication, negotiation, and problem-solving skills will further facilitate my development as an effective leader. As I continue to reflect and seek out scholarly resources, I am committed to evolving my leadership competencies to foster an engaging and productive work environment.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 1-10.
• Goleman, D. (2000). Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
• Hackman, M. Z., & Johnson, C. E. (2009). Leadership: A Communication Perspective. Long Grove, IL: Waveland Press.
• Hersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing Human Resources. Englewood Cliffs, NJ: Prentice-Hall.
• Ury, W. (1991). Getting Past No: Negotiating Your Way from Confrontation to Cooperation. New York: Bantam Books.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Upper Saddle River, NJ: Prentice Hall.
• Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. New York: Crown Business.
• Kotter, J. P. (1996). Leading Change. Cambridge, MA: Harvard Business Review Press.
• Bande, B., & Montalvo, C. (2016). The role of emotional intelligence in leadership. Journal of Management Development, 35(7), 600-612.