In the current world of organizations, management and leadership play a significant role. Effective management and leadership skills in today’s competitive business environment have emerged as critical factors that define organizational success. This is because these skills are important in leading teams, advancing innovation and above all ensuing that organizations not only achieve but also surpass their operational and strategic objectives.
In general, leadership is more than mere management. Management directs operations, resources and tasks; leadership means inspiring people to the extent of being true visionaries creating atmosphere for manifestation.
Section 1: Understanding Your Leadership Profile
Describe and discuss the chosen leadership assessment tools
The leadership assessment tools of Belbin Team Roles, Myers-Briggs Type Indicator (MBTI) , and DISC assessments are irreplaceable in understanding and perfecting one’s compelling field (Diab-Bahman, 2021). For instance, Belbin classifies people into certain team roles to show their strengths and weaknesses in a group setting. As an instrument, Belbin requires that one first complete a self-assessment and collect observer assessments from colleagues in order to analyze one’s leadership profile (Diab-Bahman, 2021).
Explain the process undertaken to analysis your existing leadership profile using these tools.
This holistic approach allows fordetermination of the main and secondary roles enabling to learn natural team behavior (Diab-Bahman, 2021). These results allow leaders to determine their effective roles in a team as well identify areas for improvement. It is through the alignment of leadership practices with such insights that leaders can become more efficient and adaptable to diverse team (Diab-Bahman, 2021)s.
The leadership profile pie chart suggests a detailed analysis has been undertaken using an assessment akin to Belbin's Team Roles. To derive this chart, an individual would have completed an evaluative survey, measuring tendencies across different leadership roles. The largest segment, "Expert," at 19%, indicates a dominant trait, suggesting this individual is likely to be highly knowledgeable and skilled in their domain. Lower percentages in roles like "Analyst" and "Chairperson" point to areas for potential growth (Massimo Maoret, Moreira and Halil Sabanci, 2023). This visual snapshot aids in identifying strengths to leverage and less pronounced traits where development could enhance overall leadership effectiveness. The individual can utilize this data to strategically plan personal development and construct balanced teams, where dominant traits are complemented by others' strengths. Continuous self-assessment and experience will further refine this leadership profile over time (Massimo Maoret, Moreira and Halil Sabanci, 2023).
Section 2: Identifying Developmental Needs and Planning Developmental Activity
Identifying Developmental Need
As the outcome of assessment, one specific developmental need to be addressed is improving ‘Chairperson’ characteristic – it represents only a mere 6% (Massimo Maoret, Moreira and Halil Sabanci, 2023). This area is worth mentioning as a Chairperson usually possesses strong leadership skills that include prompt initiation of talks, ensurance every teammate has voice and attaining consensus within the group (Massimo Maoret, Moreira and Halil Sabanci, 2023). These are vital leadership competencies because they allow a leader to leverage multiple perspectives, promote team harmony and direct group decision-making processes. First, making this trait stronger can result in more democratic and open leadership style where team members are respected and encouraged. Improving this dimension of leadership can be especially timely in a modern multicultural workplace, where combining and integrating different viewpoints into one team could improve the performance level as well as innovation (Massimo Maoret, Moreira and Halil Sabanci, 2023). Filling this void would not only counterbalance the individual’s leadership” profile but also provide him or her with tools to lead teams in complex and collaborative situations more efficiently (Massimo Maoret, Moreira and Halil Sabanci, 2023).
A targeted developmental effort to satisfy the described need of improving “Chairperson” domain would be attendance on a workshop about leadership facilitation and consensus building (Kinney et al., 2021). This workshop often includes hands-on exercises in active listening, powerful questioning skills and techniques for encouraging equal participation in team spheres. This practical approach offers immediate feedback and reflection on the style of facilitation, which enables people to develop new skills through practice in a safe setting. This developmental activity is directly related to the requirement of developing Chairperson orientation in leadership (Kinney et al., 2021). Workshops that focus on facilitation skills, meanwhile are intended to make leaders better at steering discussion groups, resolving conflicts and enabling teams achieve consensus.
Section 3: Implementation and Reflection
Implementation of Developmental Activity
The enlightening and transformative implementation of the developmental activity, a leadership workshop on facilitation skills as well as consensus-building, included (Frias et al., 2021). During the workshop, I participated in several role-playing scenarios that represented typical team meetings and decision phases. These activities made me practice active hearing, shared contribution and leading a discussion that led to positive results without imposing my opinion. In addition, the workshop included peer review sessions that allowed me to receive honest evaluations of my facilitation abilities and areas for improvement.
Section 4: Reflective Essay
Reflect critically on your self-development journey
My journey began with the application of leadership assessment tools that, in a way, served as a mirror showing me my image as leader. In the outcome scene, I was portrayed mostly as an 'Expert' which is an indicator of my technical knowledge and problem-solving capability. However it starkly showed my lack of development in some “Chairperson” characteristics, which demonstrated that I was weak at promoting teamwork and democratic decisions. Recognizing this weakness was crucial; I realized that the effectiveness of a leader is not only represented by personal knowledge but also in how much one can channel collective intelligence from his or her team. In highly multidimensional and inclusive workplaces, this "Chairperson" role is decisive. It dawned on me that the need to strengthen this aspect of my leadership was not personal but it had become a professional necessity. In an attempt to correct this disparity, I plunged into a facilitation skills workshop. This practical lesson forced me to face my fear of uncertainty and stability. It was counterintuitive when one stepped back in order to give others a chance to move ahead, yet before long it became an enlightening experience. The practical sessions, coupled with peer and trainer feedback, revealed my dominant patterns of behaviour and provided alternative strategies to develop a more collaborative leadership style.
Discuss the impact of the developmental activity on your leadership skills
Evaluate the effectiveness of the chosen activity in addressing the identified need
When I adopted the identity of a facilitative leader, my team’s relationships changed. So the team members engaged more understanding that their initiatives were appreciated, they would be listened. This resulted in improved diversity of thoughts and ideas on discussion within the team which increased creativity and innovation. Second, the stronger was team members’ felt sense of empowerment; their commitment to collective decisions and accountability for results increased. The developmental activity also intensified my awareness of myself, especially the way in which I registered a leadership pattern within me and its effects upon other people. First and foremost, I could obtain information about how my behaviour more or less helped the team move on from peer and facilitator feedback during a workshop. This consciousness has in the same measure enabled me to adjust my leadership style based on different situations and of team members. My self-concept as a leader has changed through involvement in the workshop. I used to define myself mainly as an “expert”, leaning on technical skills and one independent decision, but now according understand that is a ”Chairperson” with a leadership identity based on facilitation principles. This transition serves as a critical breakthrough in my development of leadership abilities, conforming to modern theories on efficient leadership that stress the importance of emotional intelligence and team empowerment.
Even though the workshop was helpful with my development of skills, it highlighted that skill acquisition is only a part.
Highlight lessons learned, challenges faced, and personal growth achieved through this experience
The greatest challenge for me was identifying my biases and stay objective since team discussions always resulted in something different from what I believed. It required me to stretch my leadership boundaries as much as possible toward getting the right balance between leading and giving democratic reins. Another problem was conflict management, which is a tool to be used toward team development instead of being an object. The above experiences have made me grow in EQ, foster adaptability and master the skills of confidence leaders. But my skills as facilitator have been further refined by this trip, but it has also developed a much broader philosophy of leadership driven in empathy inclusive and empowering which was an important step towards effective.
Conclusion
Overall, the reflection and self-analysis of my way towards leadership transformation are based on developing insight as well as focused improvement in creating a specific type of leadership. The first evaluation indicated a serious weakness in my chairperson skills, which put me on the fast track to an organizational training scheme. Besides, the fact that I attended a facilitation skills workshop has benefited me in two ways; not only it helped to develop my capacity for effective management of group dynamics and inclusive decision-making process, but also showed the precariously balanced need between guiding members’ contribution versus empowering them. These struggles were deep personal prejudices and conflict resolution that contributed significantly to improving my emotional intelligence as well as adaptability. The trip was highlighted with an actual rise in my self-confidence and a new paradigm for leadership identity that I am developing from Expert to Director.
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References
Diab-Bahman, R. (2021). The Impact of Dominant Personality Traits on Team Roles. The Open Psychology Journal, 14(1), pp.33–45. doi:https://doi.org/10.2174/1874350102114010033.
Frias, A., Hampton, D., Tharp-Barrie, K. and Thomas, J. (2021). The impact of an emotional intelligence training program on transformational leadership. Nursing Management, 52(2), pp.18–25. doi:https://doi.org/10.1097/01.numa.0000731924.03153.df.
Kinney, M.V., Walugembe, D.R., Wanduru, P., Waiswa, P. and George, A. (2021). Maternal and perinatal death surveillance and response in low- and middle-income countries: a scoping review of implementation factors. Health Policy and Planning, 36(6), pp.955–973. doi:https://doi.org/10.1093/heapol/czab011.
Massimo Maoret, Moreira, S. and Halil Sabanci (2023). Closing the Gender Pay Gap: Analyst Coverage, Stakeholder Attention, and Gender Differences in Executive Compensation. Organization Studies, 5(7). doi:https://doi.org/10.1177/01708406231200725.
Thielsch, M.T., Röseler, S., Kirsch, J., Lamers, C. and Hertel, G. (2020). Managing pandemics Demands, resources, and effective behaviors within crisis management teams. Applied Psychology, 70(1), pp.150–187. doi:https://doi.org/10.1111/apps.12303.
Testst.com., (2023).Your team roles. Available from https://www.123test.com/team-roles-test/id=36DCHFFOI47M&version=#google_vignette . Accessed on 20.01.2023
