Learning to Be a Leader: Never-Ending Self-Perfection

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Table of Contents

Introduction: The Importance of Being a Leader
Through the Prism of Experience: Evaluating the Outcomes
Following the Criteria: The Level 4 Indications
The Lessons to Learn: On Success and Failure
Conclusion: The Guidance for Further Development
Reference List

Introduction: The Importance of Being a Leader

People have always been split in two categories, namely those leading and those following. Despite the common idea of the essence of leadership, the qualities of a leader are not inherited, but can be developed. Because of the versatility of people’s spheres of activity, the skills of a leader can be valuable even for those who are not apt to making decisions and taking active steps. Therefore, the importance of obtaining the necessary skills is beyond any reasonable doubt.

However, to reach the high proficiency level in using one’s leadership skills with the maximal effect, one requires considerable practice. Thus, analyzing the outcomes of the practice and driving the conclusions concerning the development of the individual’s leadership skills, one can drive certain scheme of the further steps towards obtaining the necessary skills of a leader.

The first and the foremost step for me to take before starting to develop the skills of a leader was to analyze the results of the personality test that I had taken. This would highlight the key aspects that I would have to work further on and inform me in the strengths and the weaknesses that I possessed. Thus, incorporating the existing theories concerning the process of learning, one can figure out the most efficient way of obtaining leadership skills.

Taking into account the specifics of the research conducted, pone has to admit that it would be the most reasonable to evaluate it basing on Cattel and Kine’s personality factors and Myers-Briggs type indication (Brooks, 2006). Two of the most impressive descriptions of learning styles together with all-embracing theoretical basis prove the best means to assess the progress made.

Through the Prism of Experience: Evaluating the Outcomes

Considering the learning outcomes, I must admit that the experience that I have obtained met the expectations quite well. With help of the theory of management, it became possible to predict both the general and the specific results of the experiment. However, it must be still marked that the reality was strikingly different from the theoretical background that I had received before.

It is worth mentioning that the predictions made were based mostly on Robbins’ (2010) ideas and theories. In terms of the SMART objectives, the given experience proved to correspond to the SMART requirements completely. Developing a learning plan during my work in the Tragus service as a waitress was quite easy. Indeed, the chosen job encouraged the development of the SMART requirements in the most effective way and helped to gain the necessary knowledge.

One of the most crucial moments concerning my job was the fact that I actually saw my objectives clearly and could develop the plan to implement them, which, according to Robbins, is extremely important. In addition, it became obvious that to become a leader and gain some leadership skills, I had to shape my own behavior and manners to more expressive ones, as Robbins et al. (2010) mark:

Characteristics of the target that is being observed can affect what is perceived. Loud people are more likely to be noticed in a group than are quiet ones. So, too, are extremely attractive or unattractive individuals. Motion, sounds, size, and other attributes of a target shape the way we see it (p.123)

Following the Criteria: The Level 4 Indications

Following the indications of Level 4, one can evaluate the success of the experience concerning the work in Tragus the most precisely. During the work in Tragus, I have developed an outline for the further training of the leadership skills that are required in the world of the modern business. With help of the ideas obtained from the period of working, I will be able to progress in my further career, which is rather inspiring.

Employing the SMART framework in my further self-perfection, I will be able to retain the lessons learned and at the same time continue the development of the necessary skills. It is worth mentioning that each of the SMART framework points was considered in the assessment of the experience gained in Tragus company. Thus, it is necessary to mark that with help of Robbins’ personality tests which 3will determine my personality type and the SMART framework I will be able to work on my leadership skills further on.

To be more precise, it was required to take the following steps. It was necessary to improve my presentation techniques as the specific aim, calculate the required time to fit the measurable requirement, improve my confidence in front of groups, which will make the achievable point of the framework, draw valuable ideas on leadership from Adair’s (2005) book, which constituted the realistic part, and learn the principles of time-management to fulfill the time-bound requirement.

It is important to mark that, considering the ideas that were drawn from my personal leadership experience and the literature that I have read, I realized that one of the basic aspects of leadership is keeping people in a community – a specific entity that can be somewhat coordinated. As Gozdz (1992) explained, “An organization acting as a community is a collective lifelong learner, responsive to change, receptive to challenge, and conscious of an increasingly complex array of alternatives” (108). Indeed, taking into account the type of my personality that I have learned from Adair’s (2005) set of tests, one can possibly claim that community leadership is one of the most prospective types of coordinating people’s work for me.

The Lessons to Learn: On Success and Failure

Speaking of the success that has been achieved during the period of working in Tragus, I must admit that the progress made was quite little; yet it is worth discussing. One of the most important issues in the given working experience was avoiding certain pitfalls that resulted from the conflict between theory and practice. It was extremely hard not to marry to ideas and continue marking the crucial issues of the practice.

Therefore, it was of crucial importance to outline the next steps in my leadership work even more carefully to prevent any possible conflicts from happening. Basing on the results of the personality tests that I had taken, I had to draw the scheme that would serve right even in the most complicated circumstances.

Another issue concerning the correspondence of my working experience to the Level 4 demands was to fulfill the plan provided by Adair (2005) and coordinate the personal development, the implementation of the goals set at the beginning and the given group of people, maintaining control over the employees. What stands beyond any reasonable doubt is that a leader must possess the skill to be busy with several tasks at the same time and keep in mind a number of various details. Therefore, it takes a versatile personality to take the position of a leader in a certain community. Thus, taking care of the task, the group and the individual (Adair, 2005) is one of the most crucial aspects of leadership that I must train.

Conclusion: The Guidance for Further Development

Although a great journey has been made and great experience has been obtained, there is still a long way to go for me as a leader, which I understand perfectly well. The given practice has made me understand what it takes to be a leader and how important it is to work on one’s own personality to develop leadership features of character. It is clear now that being a leader requires a certain personality type; however, it has also become obvious that one can develop the necessary character traits and work his/her own path towards the leadership over certain community.

Evaluating the data that have been obtained from my experience as a leader of a small team, I can possibly suggest that the next steps taken would be aimed at improving the skills concerning contacting with people and the skills required to avoid possible conflicts and solve the existing ones. Basing on the feedback of my assistant manager, I will be able to shape my behavior to improve the active leadership skills and be able to coordinate the work of two or more teams and at the same time maintain balance within each team and among the staff. Perhaps, it could be a good idea to focus on the theory concerning focusing on three relationships that Robbins suggested.

It seems that rewards-personal goals relationship is the sphere that I must pay special attention to, since it helps to determine “The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual” (Robbins et al., 2010, p.171). Thus, each next goal will be based on the previous experience, which will make the most effective leadership skills training.

Reference List

Adair, J (2005) The action-centered leader. Mumbai, Jaico Publishing House.

Brooks, I (2006) Organizational behaviour.3 ^rdedition, Harlow, Prentice Hall International.

Gozdz, K (1992) Building community as a leadership discipline. The new paradigm in business: Emerging strategies for leadership and organizational change, vol.19,no.3, p. 107-119.

Robbins, SP, Judge, TA & Campbell TT (2010) Organizational behaviour. Harlow, Pearson Prentice Hall

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