This document discusses contemporary leadership themes and reflective practice models. It covers Gibbs' reflective cycle, Kolb's experiential learning theory, and Schon's reflective practitioner model. It then analyzes how these models apply to leadership development at McDonald's and strengths/limitations of leaders like Angela Merkel and Jack Ma. Reflective practice helps leaders improve by reflecting on their actions and experiences. While no single model applies to all situations, these frameworks provide insights when used together to develop well-rounded leadership skills through understanding different events and perspectives.

1. Contemporary Leadership Themes
(Case Study)
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2. Contemporary Leadership Themes

3. Introduction
⮚ Reflective practice improves one’s ability to reflect on their actions so as to engage in processes of continuous
process of learning.
Gibbs Reflective Cycle
⮚ The Gibbs Reflective Cycle helps people make sense of work situations in addition to comprehending what was
done well and what might need improvement in the future (Husebø, O'Regan, and Nestel, 2015).
⮚ The model can be used by leaders in exploring situations of themselves or with people they are coaching.

4. Kolb’s Experimental Learning Theory (ELT)
⮚ Kolb’s ELT provides a meaningful framework in coaching leaders in development of necessary skills that can be used in
effectively managing complex situations thus making them fit to undertake organizational roles.
⮚ The framework, comprises of four unique styles of learning based on a learning cycle of four modes (Concrete
experience, feeling; reflective observation, watching; abstract conceptualization, thinking; and active experimentation,
doing).
⮚ Kolb emphasized that the core of learning depends on the way people perceive experiences and more especially the
feelings drawn from them.
⮚ Linking grasping and experiences of transformation creates a synergy that aids in producing dynamic and powerful
leaders.

5. Donald Schon and the Reflective Practitioner
⮚ Schon defined reflective practice as that by which professionals are aware of the existing implicit base of knowledge
and learn from their experiences.
⮚ He argues that via reflection-in-action that is responsive to the beliefs that our knowing is in our actions, then leaders
can equip themselves with verifiable insight in the thought processes.
⮚ Schon highlights two fundamental aspects; reflection in action and reflection on action.
⮚ Under ‘reflection in action’, the leaders reflect on the behaviors as they occur whereas in ‘reflection on action’ a
reflection is undertaken after the occurrence of the events in reviewing, analyzing and evaluating the situations.

6. McDonald’s organizational factors
⮚ In line with out topic of concern, we’ll use McDonald’s (an American fast food company with its headquarters in
Chicago) and highlight organizational factors in accordance with analyzing strengths and limitations of Gibbs,
Kolb and Schon’s theories in reflective practices.
⮚ In accordance with Kolb’s model, group learning has proven successful in cases where the leader incorporates
different styles of learning.
⮚ However, Kolb’s theory is not applicable to all situations as it articulates a particular style of learning model.
⮚ Owing to the stiff competition and globalization in the fast food industry, McDonald’s has found itself in a very
complicated business environment (Duggal and Alexander, 2018).
⮚ The company has to often evolve its menu so as to attract new customers and meet emerging market needs.
⮚ McDonald’s has to frequently upgrade and adjust its technology to meet the new trends.

7. Angela Merkel- Chancellor, Germany
⮚ It is with no doubt that Merkel has been one among the most successful national leaders in the current era.
⮚ She is good at public speaking, convincing people, suggest innovative and profitable national ideas, played a critical
role in managing debt crisis in Europe, and kept the European Union (EU) intact while also setting the pace for
Greece’s road to recovery.
⮚ It’s however, worrying that everything is tied to her persona, and she hasn’t made efforts in molding an heir that
would fill her vacuum in which she very well knows this but ignores the fact.
Jack Ma- Executive Chairman, Alibaba Group
⮚ Jack Ma has the empowering nature with excellent skills in communication. He also knows how to effectively
present his ideas.
⮚ However, Jack Ma is too friendly and emotional which sometimes bring about negative results because of failing to
be strict and taking strict decisions.

8. Gibbs, Kolb and Schon models in improving leadership strengths/limitations
⮚ Reflective Practice provides insights that are helpful through focusing on the motives, feelings and thoughts of an
individual as well as the actions of others.
⮚ Reflective practices, enable a deeper understanding of incidents that are about to emerge which goes a long way in
providing new insights that also are distinct.
⮚ To develop leadership skills that are all rounded, leaders stand to benefit from tapping into all resources that are
available to them; the different reflective models allow different aspects of the intelligence of an individual to be
assessed which goes a long way in facilitating even greater development (Castelli, 2016).

9. References
Castelli, P.A., 2016. Reflective leadership review: a framework for improving organisational
performance. Journal of Management Development, 35(2), pp.217-236.
Cunliffe A. 2018. On becoming a critically reflexive practitioner. Journal of Management
Education;28(4):407–426.
Duggal, R. and Alexander, P., 2018. Staff management training in McDonalds. Journal of Business &
Economics Research.
Göker S D. 2012, Impact of peer coaching on self-efficacy and instructional skills in TEFL teacher
education. System;34(2):239–254.

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