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Question:

Discuss about the Self Reflection on Leadership.
 
 

Answer:

Introduction:

The following report is going to manifest self reflection process of leadership material within myself. The manifestation of leadership is set to encompass varieties of leadership concepts and skills. Leadership in order to imply strategic changes in the business organisations needs to be brought into effect by the person who holds the key to drive operations pertaining to different sectors within it. Leadership management according to Kaouther Korbi (2014), is surrounded by an environment that is to be analysed through the skills of perceptions as well as intelligibility. As per Corbi’s views, leadership is the incorporation of the individual traits that helps a person develop the ability to look deep into each possible trait of the employees (Parkay,  Anctil  & Hass, 2014).

The following report thus tends to reflect inbuilt leadership quality as well as learned leadership skills during the procedure of guiding the subordinates in professional business course.The self analysis and reflective paper constitutes leadership theories while managing strategic change in an organisation.

Strategic Change Management:

Change management is the process or tool that is applied to change the mode of working and performance of the people or the procedure of operations in order to improve the quality of production or service of an organisation.  Change management is cordially associated with the strategies implemented by a worthy leader who possesses the skill to develop change management skills of the employees.

Self Reflection:

I have been working as an operations manager in a company that deals with content development. The company creates contract with the clients belonging to advertisement sectors as well consumer sectors.  Different clients belonging to the advertisement department hire the company in order to develop writing contents and making graphical designs on the website.  Since the task is completely client oriented, the coordinating staffs are responsible to work according to the requirements of the clients. The requirements are preloaded in the job portal and the work is done accordingly. As a matter of fact, the writers(employees) and the content developers are highly responsible for the project designing required by the clients. It has often been found that there remains a lacuna between the content developers and the clients pertaining to exact requirement files. Being the operations manager, the responsibility is shouldered upon me to form a communicative bridge between the clients and the employees. As an organisational leader, it is my obligation that I am supposed to guide the employees of all layers in terms of attaining the the most potential working environment thus attracting greater number of the clients to our company.

 

Establishment of Leadership Theories:

I consider myself as a democratic leader and I firmly believe in contingency leadership theories. I do not believe in the great man theory that says a leader is born. While guiding the subordinates in the organisation I make my decisions depending on the present circumstance. Therefore my leadership method does not contain a one way driving. It varies according to the organisational situations.   I would like to emulate the quote of Dickens that leadership is not a position, it is rather “a fiduciary calling” (Dickens, 2015).  Who could forget the famous dialogue from “Spiderman”- “with great power, comes great responsibility”?

In my personal opinion, leadership is not matter of dictating the subordinates in regard to bring best potential out of them.  According to Hersey – Blanchard’s Situational Leadership Theory, leadership quality depends on the individual situation. Adaptation of leadership quality depends on how a leader responds to different individual situations in an organisation.  This theory somehow links to the contingency theory of Leadership.

I can chronicle some of the examples where I realised that I have the zeal to respond to different complex situation while working in this same organisation.  Last year, due to huge influx of the trainee candidates in the organisation, the existing workers started fearing that they would lose their job. It gave birth to employment anxiety and resulted in snail- production. Though I was not a human resource manager, I had to hold the steering and drive the entire population inside the organisation to vibrant working culture. The work was quite simple- to give a brief lecture pertaining to the importance of collaborative work. For few days I decided to work with them in the same room. I did so in order to realise their feeling as junior content developer.   In most of the cases in found that the employees were not communicated well pertaining to the new opening of a branch of this organisation and they were not supposed to be replaced by the newcomers. On the other hand, there was a huge problem pertaining to the placement of the newly recruited employees as the new branch was nothing but the projection. The next challenge was to settle the newly joined employees under a roof. Since there was no extra space for the fresh employees, I called some of the engineers of my acquaintances and built a temporary wooden building within a month. This was enough to provide space for fifty employees.  For next one month the process ran with ease and we could manage both the offices proficiently.

Decision Making Theories:

I exemplified this incident as it provided me with confidence with decision making. So far I have judged my decision making process, the way of decision making could be placed under the shade of the theory of attribution.  Theory of attribution is employed upon the practice of decision making process and it has two different modes of decision making:

  1. i) Internal Attributes
  2. ii) External Attributes

Internal attributes are the characteristics of a person that lead to a firm decision making idea. The internal attributes may be the presence of mind in judging certain circumstances.  On the other hand, the external attributes are caused by the behaviour of the situation oriented to the the decision making process. In the aforesaid incident, the internal attribute was the boldness of the decision making process. However, I personally believe that the external attribute was more effective than the internal one. The external attribute was the complexity of the situation pertaining to the shifting of the newly joined employees and construction of the temporary office.

Application of Experience:

The experience would definitely help me learn better process in leadership band decision making.  Though the company belonged to unorganised working sector, the working experience for me has been really helpful as it provided me with ample opportunity to learn leadership quality.  

Leadership and Strategic Change:

Learning of leadership and strategic change helps an individual identify the types of required change in the strategy and management process.  It would further assist the individuals to analyse the context of the organisations in designing strategic change programmes (Booth, 2015).   Followings are the key elements of strategic change management in an organisations;

Fig: Key Elements of Strategic Change Management

Source: Created by the Author

The elements of strategic change management work as complementary force to each other. In case of bringing the change in the organisation or the operations a leader needs to diagnose the present situation or the problem stated in order to bring the change.  The diagnosis is then set to lead and manage the required change. Then it goes on to manage the change programmes in need (Beck, & Cowan, 2014).

In the previously mentioned case I have applied all the elements in analysing and diagnosing the problem so as to plan the change accordingly. Though the process of diagnosis did not imply any systematic process, it was based on spontaneous understanding of the situation. Then different change materials were incorporated so as to create an idea to revamp the present situation with the conceptualised one.  

Key Premises of the Change Management:

There are four key premises of change management. These are:

i) Strategy

ii) Context

iii) Inertia and Resistance

iv) Leadership

v) Strategy matters in the identification for the need for bringing the change in a particular direction.

vi) Context drives in the right approach to the change depending on the mode of the circumstances.

vii) Leadership is the basic need for bringing the change in an organisation (Belias, & Koustelios, 2014).

Leadership and Nature of Change:

Fig: Nature of Change

Source: Created by the Author

The above diagram illustrates the nature of change adapted by a leader in terms of organisational development. Leadership is one of the most effective forces in brining the change in an organisation (Cameron & Green, 2015).

Conclusion:

Having understood the theories and concept of change management and leadership, i could roughly create a genre of my own thus framing the strategies for change management. As a matter of fact, the change brought in the organisation where i was working, was actually motivated by the situation.  My leadership quality was reflected while supposing the change for the new employees. It can thus be concluded that the change management strategies need clear insight of the problem as well as effective planning framework of for the fture improvement.

 

Reference:

Beck, D. E., & Cowan, C. (2014). Spiral dynamics: Mastering values, leadership and change. John Wiley & Sons.

Belias, D., & Koustelios, A. (2014). The impact of leadership and change management strategy on organizational culture. European scientific journal, 10(7).

Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.s   

Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Dickens, P. (2015). ABC Denomination. Director, 905, 466-6340.

Parkay, F. W., Anctil, E. J., & Hass, G. (2014). Curriculum leadership: Readings for developing quality educational programs. Prentice Hall.

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