My Involvement as a Leader, Leadership Coach, and Development Instructor

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Table of Contents

Introduction
Description
Feelings
Evaluation
Analysis
Conclusion
An Action Plan
References

Introduction

This essay intends to report and replicate my understanding as a guidance coach, frontrunner, and growth or reflective consultant. Furthermore, it is aimed to broaden my understanding through hands-on learning. Because it is a great way to relieve stress, Gibbs’ Reflective practice framework plays a vital role. Learning from knowledge is connected to reflecting and is a crucial strategy for experts who value ultimate learning (Markkanen et al., 2020). Critical reflection, overall, is the way of erudition from and around an occasion or achievement to find new visions for oneself and workout (Markkanen et al., 2020). This strategy promotes the career development of competent and autonomous professionals, resulting in both personal and career improvement. The Gibbs Reflective Cycle is a six-stage reflection process that allows the person to reflect through all stages of action or encounter (Markkanen et al., 2020). The model differs from Kolb’s conceptual framework since it encompasses information, movements, and emotions and proposes that memories are reproduced. Therefore, the theory is broader and more versatile in favorably identifying the issue to enable potential updates.

Description

This reflection is based on my experience attending the workshop to identify and understand leadership through the Blake and Mouton Theory. The group discussion occurred on date eleven march 2022 at 11:15 am at the Microsoft Teams Meeting. The registration link was shared through email. Mona, Yin, Kuldeep, Muzzamil, and I are among the available members. Mona was in charge of feedback, results, and PowerPoint technology. Yin was collating information, designing activities, and contributing to ideas. Kuldeep discussed the various leadership styles within BM theory. Muzzamil acted as the team leader, assisted in training plan formation, created the workshop theme and PowerPoint presentation. Finally, I also played a role in theory and research, drafted a training plan, and analyzed Blake mouton’s theory (Bratton, 2020). At the end of the discussion, we were capable of linking back to theoretical understanding and application of leadership styles. We summarized the workshop development and completed the survey on Microsoft teams. My presence was crucial since I not only participated in the theory and research but ensured I described the limitations and strengths of “Blake Mouton’s Theory.” All I wanted to happen was the accomplishment of each member’s assigned tasks and the successful completion of our plan.

Feelings

During the allocation of the groups, I knew we had more work to complete. Nevertheless, I was happy and excited since I knew we could work smartly and attain our objective. Before the workshop, I thought my group members could not cooperate sine the work was broad. I thought most of the teams would not be available, but all group members availed themselves throughout the workshop. After the workshop, every member had already memorized their role, and everybody learned; I think other group members were excited about the workshop. While others were blank and never knew what to present, others lacked the confidence to explain their findings of the roles they were assigned. All the group members feel happy and thankful that everyone cooperated in the training plan. During the workshop, I thought we could not achieve our goal. Still, I now think every team member can identify their unique leadership styles and understands how their behaviors impact their leadership roles.

Evaluation

The idea that each set member conveyed quality effort by the stipulated date was among the positive aspects and functioned well. Still, the reality that two group members were almost canceling their plans pushed us towards motivating them to accomplish their work since it would facilitate their scores in the class. We both worked hard, and nobody quit their roles; hence, the team’s work ethic improved. The issue that failed to work well was our supposition that we worked in a similar style, which backfired the team’s overall time strategy. Everyone participated positively in their roles, increasing the effectiveness of the teamwork. Nothing negative was experienced in the group since everyone presented their functions as assigned. The roles played by the members were influential since they positively contributed to the accomplishment of the group objectives.

Analysis

Our professional practice issues ensured the activities were performed and attained well. I trust our initial task partition went well because everybody had an option in whatever section of the project they wished to focus on. We fragmented based on members’ self-identified capacities. I had completed this previously and observed that I prefer working on topics that suit my aptitudes when operating alone, which seems like the situation in assemblies. We never considered it because we felt the strategy saves time when stitching together the shares in the culmination. It took us longer than expected, and members had to strain and speed over the redraft. I trust we finished in this dilemma because we failed to plan how we could inscribe and format the sections.

Newer students could not understand the importance of research contribution and critical reflection about the topic. The team opted to describe the theory and oversimply workshop. The crew first settled on linking and understanding leadership styles through Blake and Mouton’s theory to understand its relationship with team satisfaction, gaining insight into the topic. According to the “Blake and Mouton” model, team organization is the necessary leadership form (Bratton, 2020). The theory portrays a satisfied person at work and goes overhead and yonder for the individuals they collaborate with. Team managers are dedicated to their cluster’s objectives, motivate subordinates, and try harder to get individuals to test themselves to generate excellent consequences. They are, however, motivating characters who care about their employees. Someone who a manager manages is recognized and encouraged and is devoted to attaining given purposes. Both the company’s and their worker’s needs are ranked by team directors who achieve this by safeguarding that their associates are conscious of the administration’s task and included in the invention planning procedure.

People’s requirements and productivity require to align when members are dedicated to and capitalize on the establishment’s accomplishment, which nurtures a philosophy of conviction and deference, ensuing high satisfaction, inspiration, and performance levels. The team switched the title to understanding leadership, heading to presentation. Every member participated fully and provided adequate feedback on the presentation. I identified myself as a middle-of-the-road, which enabled me to understand the downside and became a helpful tool to help adjust my leadership style. I believe that being conscious of confirmation bias will be advantageous while working in groups and making decisions. Knowledge of employee satisfaction and leadership roles plays a significant role in comprehending the situation.

Transformational leaders are pretty efficient when it derives to ensuring job gratification. Transformative leadership advances employee impression and faithfulness to the association. Leadership and management have an impact on employee engagement. Transformational leadership partakes a more significant effect on job fulfillment (Islam et al., 2019). Transformative leaders think they will be more motivated and satisfied by empowering their employees. Transactional Governance and Career Satisfaction include both rewarding and prosecuting people. The team player recognizes workers who have achieved their objectives; workers who do poorly face vengeance. Promotions and salary raises are instances of enticements workers receive to accomplish specific goals. Punishments include release and a reduction in compensation levels. Under transactional leadership, work motivation is built on transactions such as punishments and rewards. Transactional leaders, as a result, harm protracted performance and enjoyment (Islam et al., 2019). Transactional and transformational leadership styles, according to several studies, do not boost employee motivation and satisfaction. Employees favor transformative leadership’s features of inspiration and consideration. Employees also favor transactional leadership since it includes contingent benefits.

Conclusion

Uniting a high-performing squad involves more than only assembling a cluster of gifted people casually. Persons that genuinely embrace their aim believe their contribution is essential and are inspired to bid their complete attempt to generate high-performance players. Everybody on the crew should have confidence, respect, and care for each other. Team leaders should choose associates with similar skill sets who can contribute various viewpoints and thoughts. A correct combination of character traits will allow the set to work pleasantly while stimulating one another. When a team splits tasks, it must determine how individuals want each piece to look and sense; if the members had completed this, the parts might have been assembled and submitted without much editing. I will strive to have people, particularly the youth, classify their strengths. Lastly, I cultured that people occasionally need to query rulings that the majority agrees on to guarantee that individuals do not agree just because of groupthink.

An Action Plan

Next time, when I work in groups, I will first ask members about their abilities. Acknowledging their capacities is modest and can aid as an opener if teams do not recognize each other. I will ensure participants are amalgamated by a communal goal and determined to realize their vision to be genuinely successful. They must possess clear, computable objectives and be entirely devoted to the team’s overall success. Secondly, if we choose to share responsibilities, I will require that we plan our expectations of the time. Side members will initially write the introductory or first part to contain a hint to narrate to while creating our separate parts. I am persuaded that this recent experience is enough to motivate me to recommend these actions in the upcoming if anybody proposes excruciating the allocated task.

Finally, I will inquire if members can interrogate their original choices so that everyone can be sure we are assembling well-informed selections and avert groupthink. I will let the assembly recognize if I possess any glitches. I have faith memorizing that I desire the best result possible will consent me to argue when the work is disagreeable. I will scrutinize the group’s presentation regularly through group sessions and personal catch-ups to guarantee that the members achieve improvement. Good things I will ask when reviewing and monitoring team progress include how the team is doing, what we have accomplished, discovered, what is not working, and what should be done to better things.

References

Bratton, J. (2020). Trait, behavior, and contingency theories of leadership.Organizational Leadership, 125, SAGE Publishers.

Islam, R., Osman, N., Othman, M. F., & Raihan, M. A. (2019). Impact of global leadership behaviors on performance of multinational companies. Humanities & Social Sciences Reviews, 7(3), 661-670.

Markkanen, P., Välimäki, M., Anttila, M., & Kuuskorpi, M. (2020). A reflective cycle: Understanding challenging situations in a school setting. Educational Research, 62(1), 46-62.

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