University essay that I have wrote to reflect my leadership style.

1. Reflection of my Leadership Style.
Table of Contents
Introduction and theDefinationof Leadership........................................................................2
Personal AssetsformyLeadership ……………………………………………………………………3
Personal ActionPlan… ………………………………………………………………………………………5
Impact of the Textsbookonmy Leadershipstyle.………………………...…………..…….....6
ConclusionandBibliography…………………………….……………………………………………….7
Appendix(resultof psychometrictest)…................................................................................8

2. Reflection of my Leadership Style.
Introduction
In this reflection piece of paper, I am going to discuss my leadership style and the impact that it
has on my team. Areas that I have discovered which needs to be change and how could it be
changed. The statement will have firstly defined what leadership is Secondly it will address my
personal asset for my leadership as well as my personal action plan to develop those assets or my
general leadership attributes. The Impact that the text books and the other researches had on my
leadership skills and how did I implemented what those researches has suggested. Lastly
conclusion and summarizing of assignment followed by the bibliography and Appendix where I
will present the result of my psychometric test with explanation as well as feedback given by the
test website.
What is Leadership?
“Leadership is the art of Influencing and directing people in such a way that will win their
obedience, confidence, respect and loyal cooperation in achieving common objectives” (Joh H.
Zenger, Joseph Folkam, 2009)

3. Reflection of my Leadership Style.
Personal Assets for my Leadership
I am a team leader for a group. I and the other members of the team are working with
International NGO which is called Result UK. At the end of every meeting that I have with my
team, I do to ask them to tell me one thing that I am doing wrong and one thing that I am doing
right. I have come to realize that I have limited view of impact on others and that they are going to
see things differently. This has helped me to see and correct things that otherwise I wouldn’t. I
have learned from my team many things about my leadership.
I generally had an affinity to take control of situations; be that as it may, I have not generally been
mindful of how that might affect others. Case in point, if allocated group project that needs to be
carried out together, I may jump right in and challenge more than what's coming to me.
While some members of the team would welcome this as it is less them to do, others might feel
undervalued. This was one of the feedbacks I have received from my team and that did not
happen again. I have begun to find out the causes that are leading me to take most of the tasks
and I have realized that most of the team that I worked with was not motivated enough.
Individuals are motivated by a number of stimuli; some of them are motivated by Intrinsic needs
while others are motivated by Extrinsic motivation. According to Bolman, great leaders spent
time to know their team and learns what inspires them. (Bolman, 2003)
I decided to practice as leader and question my team what energies them to keep press-ahead and
take part the discussions? The answer is all different and unexpectedly, they were not involving
with money or other types of Extrinsic motivations. For instance one of my team shared that my
positive attitude and encouragements that I displayed some of the meetings are what keeps him

4. Reflection of my Leadership Style.
to take part the discussion and think solutions. Others where simply self-motivated and therefore,
they did not required motivating tools. Using the different responses one can discover that
motivation is extremely mind-boggling subject. There is no widespread model or formula to
direct motivation for the people within our NGO.
As Leader, I have a tendency to lean toward an effective and approach with a different technique
to solve problems. For instance, I have had different time where I have to solve an argumentation
between two members of the team and have solved once to talk both of them at one place and
another time separately. This has led me to asses how the conflict resolution has worked and seek
further solution to use for the future.
In selecting people for different parts on groups. I consider at their strength and weakness and
place them with the goal that they can perform effectively. I use Belbin model which has helped
me to discover the behavioural strengths and weaknesses of the individuals that I work with. It
also enabled me to use team roles to help build high-performing teams, maximise working
relationships, and to enable people to learn about themselves.
I like interfacing with others and solve conflicts and respect different points of view that others
bring to collaboration. Emphaticness is an attribute which I have and that permits me to be
managed team when the circumstances call for assertiveness.

5. Reflection of my Leadership Style.
Personal Action Plan
Objectives of my scope of control Individual development outcomes
 Develop a more visible and flexible
leadership style
 Advanced leadership and
management proficiencies
suitable to operating at the most
junior of levels.
 Enhanced impact of team work (to be partly
by delegating more)
 An expanded willingness to share
professional views with my team.
 Manage time more effectively
to enable me to priorities the NGO issues
To make more time available for
managing my team.
 Become less duty oriented to
allow me to take a more holistic
view of my role. Develop a more
open management style
 Have more itemized information of every
team member contributions, strengths and
weaknesses.
 Extra effective management of
negative feelings and responses
Encourage more independence in some members of
the team.
 To improve my persuasion skills
Leadership skills are one of the areas that I have planned to develop within my personal

6. Reflection of my Leadership Style.
development plan. Therefore how and when I will develop this skill can be seen in my portfolio.
Impact of the Texts book on my Leadership style.
Since I have made leadership skills one of my development skills, I have read three books with
regards to Leadership. One was “Reframing Organizations: Artistry, Choice & Leadership” this
book were composed many Interdisciplinary genuine samples of issues in organizations. I have
decided to refer and read as much as could reasonably be expected in order to increase
perception and comprehend complex organizational issues.
“The Extraordinary Leader: Turning Good Managers into Great Leaders” was the second book I
have read more in depth. The Extraordinary Leader draws on reactions from 200,000 surveys to
characterize the aptitudes that contain effective leadership and afterward gives methodical and
creative programs for achieving, creating, and implementing those abilities. It also classifies the
skills that are necessary for great leadership, not by predicting or assuming but by breaking down
the feedbacks of thousands of workforce parts as they describe, as a result, "What makes an
extraordinary pioneer?" on top of that, I have been following programs delivered by Brian Tracy
in which he has talked about what leadership is and attributes that has made them great leaders.
I have utilized some of the suggestions given by those authors during my leading in team and I
intending to share with my teams and implement it as work through our professional learning
community.

7. Reflection of my Leadership Style.
Conclusions
In this assignment I have been asked to reflect my leadership style. To do so I have decided to
look back and reflect my performance during the time I do lead my team to achieve common
purpose. I have partitioned the assignment in to diverse sections. After composing introduction, I
have defined what leadership is and began to discuss my personal assets of leadership. Within the
next section of the statement, I have come up with personal action plan in which I mentioned
areas that I will develop and how the NGO that I work with will benefit from it. Lastly I have
discussed the impact that text books had to develop my leadership skills. Dealing with conflicts
with different ways has led me to assess how the conflict resolution has worked and seek further
solution to use for the future.
While functioning on this report, I realized how challenging it is for me to compose about me.
Upon reflection, I would congregate that this will be something I will constantly work on and
publish in my portfolio blog. My performance within the NGO has challenged me to partake in
some deep reflection however; I trust that those reflections will support me to develop my
professionalism and personality. I respect the taking in and esteem the learning and experiences
as well as value the feedback from the lecturer and those who will read from my blog.
Works Cited
Bolman,L. &. (2003). Reframing Organizations:Artistry,Choice&Leadership. SanFransico:CA: Josey-Bass.
JohH. Zenger,JosephFolkam.(2009). The Extraordinary Leader:Turning Good Managersinto GreatLeaders.
London:Active Publication.

8. Reflection of my Leadership Style.
Appendix
My result of psychometric test
Test Partnership Free Leadership Style Test
Leadership Style Test Results
Competency Low Fairly-low Average Fairly-high High
Transformational lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Transactional lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Democratic llllllllllllllllllllllllllllllllllllllllll
Authoritarian lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Laissez Faire lllllllllll
Task Focused llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Relationship Focused llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Toxic lllllllllll
Definitions from test website
Transformational leadership
“Transformational leadership is a form of leadership that occurs when leaders “broaden and elevate

9. Reflection of my Leadership Style.
the interests of their employees, when they generate awareness and acceptance of the purposes and
the mission of the group and when they stir their employees to look beyond their own self-interest for
the good of the group.” (Bass, 1990)
Transactional leadership
"The transactional leader approaches followers with an eye to exchanging one thing for another,
pursues a cost benefit, economic exchange to meet subordinates current material and psychic needs in
return for “contracted” services rendered by the subordinate" - (Bass, 1990)
Democratic leadership
“The democratic leadership style consists of the leader sharing the decision-making abilities with
group members by promoting the interests of the group members and by practicing social equality”.
Authoritarian leadership
“Under the autocratic leadership style, all decision-making powers are centralized in the leader, as
with dictators.”
Laissez faire
“A person may be in a leadership position without providing leadership, leaving the group to fend for
itself. Subordinates are given a free hand in deciding their own policies and methods.”
Task focused
“Task-oriented leadership is a style in which the leader is focused on the tasks that need to be
performed in order to meet a certain production goal.”
Relationship focused
“Relationship-oriented leaders are focused on supporting, motivating and developing the people on
their teams and the relationships within.”
Toxic leadership
“A toxic leader is someone who has responsibility over a group of people or an organization, and who
abuses the leader–follower relationship by leaving the group or organization in a worse-off condition
than when he/she joined it.”

10. Reflection of my Leadership Style.
Test Partnership Free Personality Test
Personality Test Results and Feedback
Personality Trait Low Average High Score
Openness llllllllllllllllllllllllllllllllllllllllllllllll 23
Conscientiousness llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll 27
Extraversion llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll 24
Agreeableness llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll 24
Neuroticism llllllllllllllllllllllllllllllllllllllllllllllll 11
(Feedback and norm group data provided by www.assessmentday.co.uk)
Openness
Openness (openness to experience) is the personality trait involving active imagination, aesthetic
sensitivity, attentiveness to inner feelings, preference for variety and intellectual curiosity. A score of
23 indicates you are about as open to experience as most people. You are likely to hold fairly neutral
political views, neither strongly liberal, nor strongly conservative. You may enjoy new experiences,
but may also appreciate a certain amount of routine as well. Your outlook on life and your behaviour

11. Reflection of my Leadership Style.
may incorporate traditional and modern views. You may enjoy a moderate number of hobbies or
activities, without being overly focused on any specific one.
Conscientiousness
Conscientiousness is the personality trait involving the state of being thorough, vigilant or careful,
with a desire to do well in a task. A score of 27 may indicate that you are more structured, less laid
back and more goals orientated than most people. People who score highly on conscientiousness
may be more likely to have well-ordered house, or room, and are more likely to use “to-do “lists in
their everyday planning. Conscientiousness has been correlated with job and academic
performance, and highly Conscientious individuals are more likely to work harder at work and in
academia.
Extraversion
Extraversion is the personality trait involving enjoyment of human interactions, talkativeness and
assertiveness. A score of 24 may indicate that you are more extraverted, more talkative and less
reserved than most people. You may hold a preference for group activities, and may be more
outspoken when in a group. You may be more inclined to talk to a large number of people,
developing a large network of friends, rather than a selection few, close friends. You may be more
likely to seek excitement and stimulation, and may be less likely to enjoy engaging in quiet, static
activities.
Agreeableness
Agreeableness is the personality trait involving behaviour characteristics that are perceived as
cooperative, considerate and kind. A score of 24 may indicate that you are more agreeable than
most people. You may find it easy to empathise with people and can easily put yourself in other
people’s shoes. You may regularly engage in pro-social behaviour or altruistic behaviour, and are
likely to extend that behaviour to people outside your circle of friends or family. People may consider
you to be less aggressive, more sympathetic and easy to get along with.
Neuroticism
Neuroticism (emotional stability) is the personality trait characterised by anxiety, moodiness and
negative emotion. A score of 11 may indicate that you are as likely to be affected by negative
emotions as most people. You may worry or become anxious in stressful situations, but not
excessively. It may take a moderately stressful or upsetting event in order to lead to an emotional
response from you. You may only find yourself becoming anxious or nervous in particular situations,
rather than becoming anxious in a large number of specific settings.

12. Reflection of my Leadership Style.

13. Reflection of my Leadership Style.
Test Partnership Free Competency Test
Competency Low Fairly-low Average Fairly-high High
Leading lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Team
Working
lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Influencing lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Analysing llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll

14. Reflection of my Leadership Style.
Innovating lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Organizing lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Adapting lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
Delivering lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll