Leadership Development

Introduction

In leadership, reflection helps leaders to gather improved understanding of personal values, skills and knowledge which allows them to learn from their experience, adapt and respond more effectively to leadership challenges and perform enhanced leadership roles (Schnurr and Schroeder, 2019). In this reflection regarding personal leadership abilities, Gibb’s reflective cycle is to be followed. This is because Gibb’s reflective cycle helps in determining the strength and weakness of personal skills that are affecting performance along with assists in setting strategies to resolve the weakness leading to promote continuous professional development (Adeani et al., 2020). For those pursuing HRM dissertation help, such reflective practices are crucial in developing effective leadership skills in organisational settings. The six stages of Gibb’s reflective cycle are as follows:

Description

Feelings

Evaluation

Analysis

Conclusion

Action Plan

Evaluation

The think that went well is that I identified my strength and weakness in personality as a leader. It is evident as during the personality profile identification I compared my profile with a unique leader profile which helped me in determining the weakness present and to be improved. The thing which did not go well is that the way to resolve my flawed personality is not understood. However, the other thing which went well is that I have clear understanding of the importance of implementing coaching skill as a leader in the workplace. Moreover, I also understood regarding the importance of emotional intelligence for the leader to show better leadership development. However, the thing which did not went well is that my level of existing emotional intelligence is not evaluated due to which my efficiency to be an emotionally supported learned is not understood.

Analysis

The personal reflection regarding coaching ability and emotional intelligence would have helped me in determining my ability and efficiency in becoming a better leader. This is because understanding of personal coaching ability of leaders helps them determine their efficiency in guiding upgradation in employees (Maynard et al., 2021). Moreover, the determination of personal level of emotional intelligence in leader makes them understand the extent to which they are emotionally capable of inspiring and motivating employees to work with greater efficiency which is one of their key roles as a leader (Miao et al., 2018).

Conclusion

The reflection concludes that I have enhanced understanding of my personality profile but lack information about coaching efficiency and emotional intelligence as a leader in my personality.

Action Plan

The action to be taken to assess and improve my emotional intelligence is evaluate my emotional ability to act around subordinates and I will involve in practicing mindfulness, accept feedback from others and develop empathy with employees. In order to improve my coaching ability, I would try to become more open-minded, supportive in challenges, less egoistic and demonstrate enhanced listening skills to understand the weakness of others and support them in overcoming them.

3A Personality Profile

1. Identify personality profile

In determining my personality profile, the Myers Briggs personality test is been performed. The Myers Briggs personality test helps in determining the personality type and profile of the individual based on their skills and knowledge (Pierre and Okstad, 2021). According to the test, my personality type is The Director as my personality profile mainly include traits such as extraverted, sensing, thinking and judging.

As per The Director personality, the individuals show strength of self-confidence, hardworking, strong leadership, practical and realistic attitude and others (Pierre and Okstad, 2021). I have learnt regarding myself that as a leader I am extraverted and has high self-confidence in directing task and guiding employees to accomplish them. This is because I always establish effective communication in extraverted way and inform the vision with confidence to be accomplished through the task as well as way to accomplish it to the employees. However, the personality profile also led me to learn that I have poor sensitivity, lack of flexibility and argumentative due to hindered open-mindedness and bossy attitude.

3. The understanding of my personality profile would help me in future leadership development by informing the weakened skills and knowledge in my profile to be improved which is required for being a strong leader. It would also help me in understanding the strengths of my personality that could be used to overcome the weakness to become a better leader.

3B Coaching Process

The presence of coaching skills is going to make me become a more effective leader by making me help my team members or subordinates to improve their personal and professional skills and knowledge through continuous guidance and sharing of information. This would assist me in supporting sustainable change in behaviour required among the employees for retaining productivity in business which is one of my roles as a leader. Moreover, coaching skills would help me become more effective leader by creating situation where enhanced employee onboarding and retention is supported. It would help me as a leader to retain and attract potential talent in the organisation who would work with efficiency to effectively meet the work goals and vision. The coaching skills would make me more effective leader by making me able to lower error at work and enhance productivity through upgrading personality and performance of employees through effective guidance as a coach.

3C Emotional Intelligence

I have learned regarding myself that as a leader I have strong communication, patience, tenacity, monitoring and reviewing skills as well as support continuous professional improvement but I lack open-mindedness, creativity and flexibility skills.

Emotional intelligence is highly important for leadership development because leaders who have the skill show potential in developing a stronger relationship with employees and assist in assembling more effective team that support implementing enhanced performance and productivity at work (Glover, 2017). Moreover, emotional intelligence makes the leaders able to effectively understand the employees and colleagues, motivate individuals as well as team, skilfully manage conflict and inspire others in taking positive action to overcome barrier at work (Qian et al., 2017). Thus, emotional intelligence in important for leadership development because it helps the leaders to be more responsible and understanding along with motivating for self and others as well as promote enhanced conflict resolution and create a positive work environment.

References

Adeani, I.S., Febriani, R.B. and Syafryadin, S., 2020. Using Gibbs’reflective Cycle in Making Reflections of Literary Analysis. Indonesian EFL Journal, 6(2), pp.139-148.

Glover, D.F., 2017. Emotional intelligence, transformational leadership, & leader efficacy of nonprofit leaders. Trevecca Nazarene University.

Maynard, M.T., Mathieu, J.E., Rapp, T.L., Gilson, L.L. and Kleiner, C., 2021. Team leader coaching intervention: An investigation of the impact on team processes and performance within a surgical context. Journal of Applied Psychology, 106(7), p.1080.

Miao, C., Humphrey, R.H. and Qian, S., 2018. A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior. Journal of World Business, 53(4), pp.463-474.

Pierre, D.E. and Okstad, J., 2021. Utilizing leadership assessment tools in graduate education. New Directions for Student Leadership, 2021(170), pp.87-95.

Qian, J., Wang, B., Han, Z. and Song, B., 2017. Ethical leadership, leader-member exchange and feedback seeking: a double-moderated mediation model of emotional intelligence and work-unit structure. Frontiers in psychology, 8, p.1174.

Schnurr, S. and Schroeder, A., 2019. A critical reflection of current trends in discourse analytical research on leadership across disciplines. A call for a more engaging dialogue. Leadership, 15(4), pp.445-460.

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