Leadership Journals
REFLECTIVE JOURNALS
“Someone who only knows what he has learned and not how he learned it still has a lot to learn”. (Marise Lehto 2013)
Reflection can simply be said to mean “understanding your personal values” (Peter Miller 2012), which ultimately is the first step to self-awareness. “The idea of reflection as an individual activity, pursued in private, in isolation, is a persistent one”. (Anne Brockbank et al)
As an aspiring leader, research has shown us that there is no better bedrock for effective leadership than a secure understanding and sense of oneself. Self-understanding also provides a sound basis for understanding other people – how could a leader be conscious of another’s need or have empathy with others without first having awareness of their own self? In other words, you must first have a mature understanding of who you are and why you behave in the ways you do, and to be secure in self-acceptance, before leading other people.
Hence, If one is to improve one’s leadership skills and practice, then it is critically important that one is aware of one’s current level of skills, strengths and weaknesses, your values and behavioural patterns and the predominant ways you attempt to influence others (that is your leadership style). Understanding these things is an integral part of being able to respond effectively in a range of leadership situations. Not being self-aware may lead to action that destroys confidence and trust - it may even lead followers into harm. Self-awareness, otherwise known as reflection is therefore a key to being a more effective leader that we hope to become someday.
Upon completion of the Mintzberg’s managerial role, I was able to understand the different facets that a Manager needs to have and also the various roles a manager must be able to fulfil daily to be considered a successful leader. The Analysis sheds more light on each of these roles and they include: the Figurehead, the Leader, the Liaison, the Monitor, the
“Someone who only knows what he has learned and not how he learned it still has a lot to learn”. (Marise Lehto 2013)
Reflection can simply be said to mean “understanding your personal values” (Peter Miller 2012), which ultimately is the first step to self-awareness. “The idea of reflection as an individual activity, pursued in private, in isolation, is a persistent one”. (Anne Brockbank et al)
As an aspiring leader, research has shown us that there is no better bedrock for effective leadership than a secure understanding and sense of oneself. Self-understanding also provides a sound basis for understanding other people – how could a leader be conscious of another’s need or have empathy with others without first having awareness of their own self? In other words, you must first have a mature understanding of who you are and why you behave in the ways you do, and to be secure in self-acceptance, before leading other people.
Hence, If one is to improve one’s leadership skills and practice, then it is critically important that one is aware of one’s current level of skills, strengths and weaknesses, your values and behavioural patterns and the predominant ways you attempt to influence others (that is your leadership style). Understanding these things is an integral part of being able to respond effectively in a range of leadership situations. Not being self-aware may lead to action that destroys confidence and trust - it may even lead followers into harm. Self-awareness, otherwise known as reflection is therefore a key to being a more effective leader that we hope to become someday.
Upon completion of the Mintzberg’s managerial role, I was able to understand the different facets that a Manager needs to have and also the various roles a manager must be able to fulfil daily to be considered a successful leader. The Analysis sheds more light on each of these roles and they include: the Figurehead, the Leader, the Liaison, the Monitor, the