MGMT6000 – Dynamic Leadership

Assessment 1 - Reflexive research

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TABLE OF CONTENT

1. INTRODUCTION:.................................................................................................................3

2. SELF AWARENESS:................................................................................................................3

3. IMPACT OF NATIONAL & ORGANIZATIONAL CULTURE........................................................5

4. TRANSFORMATIONAL LEADERSHIP MODEL:.........................................................................7

5. HERSEY-BLANCHARD LEADERSHIP MODEL:........................................................................7

6. PERSONAL DEVELOPMENT PLAN..........................................................................................8

7. CONCLUSION & RECOMMENDATIONS:...................................................................12

REFERENCES:...........................................................................................................................12

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1. Introduction:

According to Northouse, (2014) reflection can be explained as the art and science of

development of effective qualities and effectual styles of leadership. Reflection is the

compartmentalization of experiences as meaningful components; label them with the reflection

of personal leadership behaviour. According to Collyer, (2016), the role of effective leadership is

critical for the achievement of specific objectives in term of personally and professional manner.

The important trait and attribute of leaders are the coaching, planning, mentoring and problem-

solving. In this project, the leadership styles, personality preferences, self-awareness is

considered. In addition, the main framework of leaders and their importance in development and

explanation of effective leadership is discussed.

The prime focal point of this report is based on reflective practices as a manner of personal

growth. In this report, I will explain my journey of leadership is described. Self-awareness is

determined by applying personality test, feedback on leadership is also obtained, and effect of

the organisational and national culture of effective leadership perception is also discussed.

Moreover, the model of effective leadership is also applied on personal reflection and leadership

effectiveness.

Nonaka, Hirose, & Takeda, (2016) defines the leadership as the action to lead a group of

individual in organisations. The leaders are responsible for the planning and resource allocation

in a proactive manner and provide the roadmap to maximise the efficiencies and achievement of

organisational goal and objectives. The other function of leadership is to initiate the diverse

activities, motivate others and guide other to improve morale with the construction of positive

work atmosphere in a collaborative manner.

2. Self Awareness:

According to Barbuto, Gottfredson, & Searle, (2014), self-awareness is the quite ancillary quality

of leadership and primarily can be perceived as the psychological catalyst. It is useful for self-

improvement and enables me to make a right decision and enable the great work. It is based on 3

self knowledgeable and vital element of inspirational leadership. The significance of self-

awareness in the development of leadership is recognised by Goleman work that entails that

emotional intelligence is the capability for management of self and relation on the basis of four

abilities that are self-awareness, social awareness, social skills, and self-management. In this

instance, McCleskey, (2014) also mentioned that self-management and self-awareness are the

vital elements of authentic leadership. The four element of emotional intelligence are depicted in

below chart.

Source: Goldring, et al (2015)

For the self awareness, I applied the online personality test and results are depicted below. My

personality type is found to be ISTP.

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Source: Humanmetrics Jung Typology Test (2017)

It is found that ISTP can rely on their sense instead of judging. We have a high parameter value

for thinking and perceiving. In addition, they are sensitive and emotional; and spent more time to

explore the idea, feeling and social relation (Boardman, et al. 2015).

The strength and weakness of my personality are as described below. The strength is that I can

rely on my senses and also I am good in thinking and perceiving the things and situations. Weare

towards more practical side of the situation rather than being emotional. As an ISTP, I do not

judge people rather I try to perceive.

For me the, leadership is the ever changing idea for me, and the people I encounter have the

strong impact on my leadership skills. I have confronted varied paradigm of leadership evolution

as an outcome of their consequences on my life. Since my school life till university life, I have

led the varied program of effective leadership, and during my career of leadership, I am highly

task oriented and also developed teams and lead them in effective manners. As an ISTP leader, I

feel an extreme drive to complete the project with higher inspirational level and also creativity 5

for execution of the vision. I am extremely comfortable with shared leadership and prefer to offer

team independence for execution of teams.

The Big Five Project Personality Test

I also took the Big Five Project Personality Test. This test gave me the following output:

Source: The Big Five Project Personality Test (2017)

“You are somewhat conventional”. This suggests that I need to seriously put my efforts in being

more open to the new ideas and new experiences. I will try to join a group or club where I can

become social with others and this will help me in extending my boundaries.

“You tend to do things somewhat haphazardly”. This suggests that I need to work in an

organized manner. I will try to make a time table or I will download a time planner app that will

remind me regularly to do the things in a planned manner.

“You probably enjoy spending quiet time alone”. This helps in providing me my introspection

time. I will use this time to make plans for my next step of actions for my improvement and will

try to reduce this time.

“You tend to consider the feelings of others”. I consider it as a good point about myself and will

continue to be like this.

You aren't particularly nervous, nor calm. Here, I need to work more on improving the calm

nature. I am on a neutral point now and will definitely move in the direction of positive calm

side.

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Johari Window

I also used Johari Window to know more about my personality. I received the following output:

The output matches well with the output retrieved from the Big Five Project Personality Test in

terms of my shy, introvert attitude. It also goes along well with my agreeable attitude towards

others.

Source: Johari Window (2017)

3. Impact of National & Organizational Culture

According to Nonaka, Hirose, & Takeda, (2016) Organisational culture encompasses the values

and beliefs of the organisation for a prolong time and includes foreseen work value for

influencing the behavioural attitude of human resource. The administrative function is required

to amend and adopt the leadership style for the achievement of organisational objective that in

turn effect the job satisfaction of human resource.

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I believe that organisational culture is essential for communication and promotion of the vision

of organisation to subordinate for getting the vision acknowledgement and affecting their

behavioural attitude. A good interaction among me as a leader and subordinate ensure the

effective collaboration and communication with a team for the achievement of organisational

objective that in turn enhances the satisfaction of job.

Siegling, Nielsen, C., & Petrides, (2014) mentioned that leadership’s styles are contingent

culturally and expectation of culture restraint the leadership role to make it culturally oriented

and variability in the varied style of leadership are attributed to cultural implication as people

have varied assumption and beliefs that are deemed as critical for leadership. The influences of

culture have varied implication for organisational behaviour at a diverse workplace. Weberg, &

Weberg, (2014)mentioned that global companies are required to adapt the style of leadership in

accordance with a national culture where they operate for the achievement of the excellent

performance of human resource as well as effective commitment. According to Hofstede’s

concept of national culture, a breakthrough is observed to realise the association among cultural

factors and organisational behaviour.

The societal, cultural differences include four dimensions that are power distance, masculine

and feminity and most important and critical dimension that influences the leadership as well as

organisational sub culture is the power distance regarding national culture. My traits of

leadership are typically aligned with the culture of Australia, and I am proudly egalitarian and

uncomfortable with power and heavily relied on living for egalitarian values. With reference to

the paradox of mateship, the strong cultural foundation relies on progress, fair go and innovation

and highly influenced by American culture. As a leader, I prefer the shared values as well as

supportive culture, and during any transformation, I offered the opportunities for clarification of

values and encouragement of people for embracement of routine behaviour in organisations. As a

leader, I am aware with the negative norm of groups that can undermine the effort of

transformation. I prefer to inspire and motivate other people by creation of the supportive culture

that is aligning with national Australian culture and organisational culture for inspiring my

subordinates for the creation of positive results.

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4. Transformational Leadership Model:

Colbry, et al. (2015) explain that for the transformational style of leadership the followers are

transforming by stimulation of going beyond self-interest by alteration of values, morale and

ideas and motivate subordinates to show excellent performance. In my opinion, the charismatic,

inspirational and stimulation perspective of transformational leaders are critically vital for the

reflexivity of teams. The transformational leader includes emotions, ethical values, visionary

approach as well as charismatic leadership. The leader also worked as a role model and gives

autonomy to a leader to achieve better job satisfaction with greater motivational level and

endorsement of positive work atmosphere.

As the transformational leader, I prefer to engender the shared vision among team members that

is extremely vital for reflexivity of team. My personal and professional skills includes

Motivation, Developing Self, Time Management, Planning and Organising, inspiring others,

Influencing, Team Working, Resilience, Integrity and Ethical management, Delivering results,

Developing others, Relationship Building as well as Analytical and critical thinking approach.

5. Hersey-Blanchard Leadership Model:

The model of Hersey-Blanchard indicates that there is the diverse element of situational leaders

and levels for the development of leader mainly rely on the appropriate selection of leadership

style. The varied styles of leader are based on task-oriented and other socio-economic support

with respect to the maturity level of followers. The leadership engagement is based on multiple

communication modes and includes facilitation and supportive behaviour. The Hersey-Blanchard

framework entails that effective leadership is based on four situations that are supporting,

coaching, delegating and directing. In directing style, the leader is responsible for providing

explicit direction to followers that contain the lower level of readiness. In coaching style, the

communication is based on two ways; however Leader is responsible for the final decision and

the follower has the lower level of readiness. In supportive style the leader and follower

responsible for sharing final decision making with moderate follower level of readiness. In

delegating style the follower and leader are enough motivated for entire responsibility and

confronted with the greater level of readiness (Choudhary, Akhtar, & Zaheer, 2013).

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Source: Allison, & Goethals, (2014)

In varied situations, the leader is responsible for the determination of maturities level of the

follower with reference to maturities level of follower for the achievement of the specific task. In

varied situations, I prefer to adopt delegating and supporting styles of leadership to achieve the

relevant business goals and objectives.

6. Personal Development Plan

Leadership Skills Analysis/Measurement Time

Interpersonal Skills

Interpersonal skills consist of a

wide variety of activities,

It will collect feedback

through the employees, so as

rate out the leadership, and

1st June, 2017

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however, for a leader; it refers

to the skill so as effectively

deal with people. For a leader,

the interpersonal skills mean to

think about people, interact

with them, and discuss

important organizational issues

with them.

Keep in front; it will conduct

daily meetings with employees,

so as know their concerns.

Also, all the concerns of

employees will listen carefully,

and respect the opinion of

each.

improve it for the future.

Continuous Learning

It is the sign of a good

leadership that it always learns

through its experiences. Also,

learning needs to continue in

the long run, through

developing strong interaction

will all, including the other

leaders, as well as the

subordinates. In fact, it could

never wrong to say that

achievement of knowledge is a

continuous process that brings

The overall performance

feedback at the end of the

session.

15th December, 2017

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something valuable for all.

At the personal level,

expanding the horizons of

knowledge is important, so as

to aware of the current

industrial trends, employee

support practices, and the

overall changes in the outside,

and inside the organization.

For a leader, such knowledge is

highly important, so as fulfil

the organizational objectives.

Planning Skills

For a leader, planning is highly

important, so as to become

inspiration for the

subordinates, or the team

members. Even that,

haphazard, or disorganized

work never appreciated by all.

Also, such sort of work leaves

several loopholes in it. It needs

not only to plan for the

organizational task, but it

needs to plan for the personal

goals of each, too.

It will identify the

satisfaction rate of

employees, towards the

leadership, and the job.

4th March, 2018

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Thus, it will plan not only for

the organizational goals, but

for personal goals also. While

planning for the organizational

goals, it will set out distinctive

standards for employees, so as

they could get motivate to

achieve a high-end

performance.

Team Management

In the way of achievement of

task, the leadership of an

organization is responsible for

all of the good and bad

outcomes. It shows the way, it

unite the different culture

people, as well as bring in one

single idea to boost up the

performance of organization.

Being a leader, it will train, and

coach each employee, as well

as arrange daily meetings for

all. In those training sessions,

and meeting discussions, it will

raise concerns of employees,

and develop interaction among

them, to create a positive work

environment.

Employee feedback will

only be the most effective

tool, to monitor their

performance, as well as the

performance of the

leadership.

6th June, 2018

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Reflection

I have a colleague who joined with me in this company. Since then we well know each other but

as we share the same workplace but different projects. We attend many common meetings and

due to this, we kind of know each other well. I had a word with him to discuss our leadership

style. He mentioned that I am technically strong but lack the confidence in speaking on the

public platforms and also in addressing the meetings. This is may be due to my communication

skills. If I sharp my communication skills then my self-confidence would rise and then I can be a

good leader. The communication skills and confidence will imbibe in me the persuasion skills as

well. All these things are necessary ingredients to be an effective leader.

Feedback to Colleague

My conversation also led him to ask me about his leadership skills and what should he do to

improve his skills. This colleague has a tendency of stage fear. He kind of start sweating when he

holds the stage but in person he communicates well which shows that his communication skills

are good. I suggested him to use every chance he gets to speak in front of 4-5 people. This would

help him to gradually overcome his fear. I also suggested him to stand and speak facing a mirror

and look into his eyes. This would surely increase the confidence in him and he will be a good

manager soon.

7. Conclusion & Recommendations:

The report concludes that dynamic leadership is based on a dual oriented type of adaptive

leadership that enable the leaders to act in change by an adoption of the proactive approach. The

leader is required to adopt the fluid leadership style that should be adjustable in varied

circumstances. I have gained ample information about leadership styles and its effect on people

and most important the knowledge about self-awareness as a reflective practice, impact of local

and national culture on effective leaders in addition to an explicit personal development plan. For

the improvement in emotional quotient as the important element of emotional intelligence in

perspective of dynamic leadership, it is suggested that leader is required to give full attention to

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the emotion of follows and incorporate the emotions in decision making and humour can also be

used to relive the stress.

References:

Allison, S. T., & Goethals, G. R. (2014). Now he belongs to the ages”: The heroic leadership

dynamic and deep narratives of greatness. Conceptions of leadership: Enduring ideas

and emerging insights, 167-183.

Barbuto Jr, J. E., Gottfredson, R. K., & Searle, T. P. (2014). An examination of emotional

intelligence as an antecedent of servant leadership. Journal of Leadership &

Organizational Studies, 21(3), 315-323.

Boardman, J., Combes, H., Sorenson, J., & Bennett, R. (2015). Associations between trait

emotional intelligence and clinical leadership behaviour among trainee and clinical

psychologists. Journal of New Writing in Health and Social Care, 2(1), 14-29.

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Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant

leadership on organizational performance: A comparative analysis. Journal of Business

Ethics, 116(2), 433-440.

Colbry, S., McLaughlin, E., Womack, V., & Gallagher, J. (2015). Understanding the dynamic

role of leadership and followership in conflict regions: Cooperative action, courage and

shared sacrifice. Journal of Leadership, Accountability and Ethics, 12(4), 145.

Collyer, S. (2016). Culture, Communication, and Leadership for Projects in Dynamic

Environments. Project Management Journal, 47(6), 111-125.

Goldring, E., Cravens, X., Porter, A., Murphy, J., & Elliott, S. (2015). The convergent and

divergent validity of the Vanderbilt Assessment of Leadership in Education (VAL-ED)

Instructional leadership and emotional intelligence. Journal of Educational

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McCleskey, J. (2014). Emotional intelligence and leadership: A review of the progress,

controversy, and criticism. International Journal of Organizational Analysis, 22(1), 76-

93.

Nonaka, I., Hirose, A., & Takeda, Y. (2016). ‘Meso’‐Foundations of Dynamic Capabilities:

Team‐Level Synthesis and Distributed Leadership as the Source of Dynamic

Creativity. Global Strategy Journal, 6(3), 168-182.

Nonaka, I., Hirose, A., & Takeda, Y. (2016). ‘Meso’‐Foundations of Dynamic Capabilities:

Team‐Level Synthesis and Distributed Leadership as the Source of Dynamic

Creativity. Global Strategy Journal, 6(3), 168-182.

Northouse, P. G. (2014). Introduction to leadership: Concepts and practice. Sage Publications.

Siegling, A. B., Nielsen, C., & Petrides, K. V. (2014). Trait emotional intelligence and leadership

in a European multinational company. Personality and Individual Differences, 65, 65-68.

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Weberg, D., & Weberg, K. (2014). Seven behaviors to advance teamwork: findings from a study

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230-237.

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