Diary Reflections

Running Head: DIARY REFLECTION 0
Reflection
Individual diary reflections
(Student details :)
3/4/2019

Diary Reflection 1
Contents
Individual Diary Reflections 4000.............................................................................................2
Reflection week 1-8...................................................................................................................2
Reflection Week-I..................................................................................................................2
Reflection Week-II.................................................................................................................3
Reflection Week-III...............................................................................................................5
Reflection Week-IV...............................................................................................................6
Reflection Week-V.................................................................................................................7
Reflection Week-VI...............................................................................................................9
Reflection Week-VII............................................................................................................10
Reflection Week-VIII...........................................................................................................12
References................................................................................................................................13

Diary Reflection 2
Individual Diary Reflections
Reflection week 1-8
Reflection Week-I
During week-I of the module, I gained a detailed knowledge about development as
well as contextualization of leadership. In addition, I learnt what leadership is with the help
of some core and important readings like (Alvesson & Sveningsson, 2003), (Grint, 2010) and
(Nohria & Khurana, 2010). In this way, during the seminar-1 I came to know with the
concept of leadership. As per my reviews after reading (Grint, 2010), leadership is an
essential skill among all employability skills. Besides, leadership is not only important for the
professional development and success but it is an important practice to be successful in
personal life also. In addition, (Alvesson & Sveningsson, 2003) addressed ideas as well as
talked about leadership within a research and development (referred as R&D) firm. It means
that middle or senior managers impute to effective leadership is discovered in the piece of
paper. I read the journal over difficulties while doing leadership and found initial claims
related to leadership values and important styles. The paper has raised strong doubts
associated to leadership. Moreover, this journal has also argued that critical thinking about
leadership requires taking seriously for understanding organizations and professional
relations in the workplaces.
Furthermore, when I read the journal written by (Grint, 2010), my views about
leadership has built as leadership is an art of motivating a bunch of people for achieving a
shared goal. In a business context, leadership is used to direct workers as well as colleagues
with a strategic leadership for meeting the company's requirements. According to me, a true
leadership occurs when someone is able to motivate others and prepared to do former. Based
on (Australis College, 2018), I also learnt that an effective leadership is based on ideas be
original or borrowed. True leadership requires those ideas to be communicated among others
so that it aligns them well to act as the leader desires them to perform (Bassos, 2016). During
this first seminar narrating introduction about leadership, I got to know that an effective
leader is the stimulus and director of the achievement. In addition, I understood definition of
leader as the person in the group who possesses the blend of personality as well as leadership
skills which makes others wish to follow his or her way. While I was studying the module I
went through the journal (Nohria & Khurana, 2010) and critically reviewed it. As per my

Diary Reflection 3
evolved opinion about what the leadership is, a good leader is one who knows the path and
goes the path as well as leads the path for others. In this way, my reflective writing above
leadership concept provided me a sorted life-long learning so that I can utilise it for future
career development. By knowing true leadership challenges and barriers I will leverage this
learning to be a good leader at my future workplace (Cooren, Kuhn, Cornelissen, & Clark,
2011).
Reflection Week-II
During week-II seminar 2 held on 26th January which has covered the bright and dark
side of leadership with the help of illustrating Case: GE & Jack Welch available at (Barlett &
Wozny, 1999). I read the case study, assessed as well as evaluated that critically to see the
both sides of effective leadership. Furthermore, I also reviewed the readings like (Rosenthal
& Pittinsky, 2006) and (Oke, Munshi, & Walumbwa, 2009). I gained the knowledge about
influence of leadership on innovation activities. Hence, after reading (Oke, Munshi, &
Walumbwa, 2009), my views have evolved as leadership plays an important role while
promoting innovation at an organization as taking risks and leveraging opportunities are the
characteristics of a true leader. In (Barlett & Wozny, 1999), GE was confronted with Jack
Welch's imminent retirement and described whether an individual can survive the blistering
speed of change and development characteristic of the Welch decade. In addition, post
describing GE's heritage as well as Welch's transformation of the organization's business
portfolio of the era 1980s, the case study recorded Welch's renaissance wits by the later
1980s and 1990s. Moreover, I analysed that the case has focused on 6 of Welch's main
change programs include Globalization, The "Software" Initiatives, Redefining Leadership,
Service Business Development, Stretch Objectives, as well as Six Sigma Quality.
In this way, after critically reviewing the case (Barlett & Wozny, 1999), I could easily
find that jack welch faced too many challenges being a CEO in the year 1981 and he took the
charge in an effective manner. First foremost challenge faced by Welch was economy in
recession; second important challenge was high interest rates in 1980s. In addition, during the
year 1981 the unemployment rates were the highest since depression.

Diary Reflection 4
Source: (Barlett & Wozny, 1999)
In this way, Welch has effectively taken charge of the challenges and to do so he took
first software initiative comprising setting objective and implementing them in an effective
manner. In addition, I also got to know that Welch prioritize his initiatives in two parts
include hardware and software. Welch has utilized three circle concepts along with the de-
staffing and real-time succession planning. Additionally, his software initiatives included
work out and best practices.
Source: (Barlett & Wozny, 1999)
As per the above figure, it is quite clear that Welch’s various initiatives added a huge
value to GE as number of employees has minimized to manage the cost to company. While
revenue has hiked from a considerable amount, operating profits during 1981-1985 have also

Diary Reflection 5
been increased to a large extent because of Welch’s great leadership initiatives. In the end,
my evaluation about Welch’s approach to leadership suggests that post 1980s; GE became
lean, flexible as well as extremely successful with his strategic leadership. Welch's leadership
style was softer as he presented novel company structures and brought a novel reward system
relied upon performance which stock alternatives rather than salary. The implications for
Welch’s replacement resulted in being a true leader he inspired risk taking as well as learning
through setting the example for upcoming leaders of GE.
Reflection Week-III
During week-III, Seminar 3 contained forum theatre leadership as well as
followership was held and hence I learnt about so many desired qualities and practices which
should be adopted by a newly appointed leader. To do so, I read and reviewed some
important readings like (DeRue & Ashford, 2010), (Hogg, 2001) and (Oc & Bashshur, 2013).
While I was reading journal written by (DeRue & Ashford, 2010), I found that a
leadership identity is constructed in those organizations where individuals claim as well as
grant leader and follower individualities in the social interactions. As per my opinion after
reading the article, people management skills are important for a true leader as one cannot
lead when no one is ready to follow. In addition, an essence of a good leader comes down to
the basic values of an individual. I would like to suggest a newly appointed leader that, they
should be nice first. Beyond decency, he or she should avoid a robotic effort on work as well
as remember that their team is of human beings not robots. Hence, newly appointed leaders
should ask their team how they are doing prior indulging into the functional tasks they
require them to do. In addition, according to me new leaders should ask team about their
weekend to show that they have got good social ethics and manners.
During studying (Hogg, 2001), I learnt a lot about social perspectives of a good
leadership. I updated my thinking about a true leadership and now I think that newly
appointed leaders should definitely show their team that they care about people. As per the
social identity leadership theory, I would suggest new leaders that leading a team means you
care about your team being individuals. Moreover, newly appointed leaders should also keep
the spirits high especially while the workload is hefty or morale is low.
Furthermore, through reading and extracting knowledge from (Oc & Bashshur, 2013)
I learnt about social influence of leadership. I learnt that a true leader always support team
externally as trust as well as solidarity are essentially important values while working in a

Diary Reflection 6
team. Hence, my suggestions for newly appointed leaders include sticking up for each other
in a team when work pressure is high will help to manage cohesion. Sometimes, they might
require talking to the individual whoever is making some mistake but leaders should not do it
in front of agencies, clients or colleagues external to their immediate team. In addition, to be
socially active fresher leaders should focus on their team’s overall as well as individual
growth. Besides, being a people manager, newly appointed leaders should know that they are
not only responsible for ensuring work gets done but they are also appointed for assisting
each individual of their team. A summary of all of the readings during week-2 suggests that
team can reach up to their full potential through getting the feedback as well as coaching they
require, grabbing new skills which is a task for a good leader.
Reflection Week-IV
During this week, Seminar-5 which was based on guest lecture and workshop leading
in financial distress being the art of turnaround management was held on 8th February. During
the seminar 5, I utilized learning acquired from readings like (O'Kane & Cunningham, 2014),
which has described how true leaders turn around deteriorating performance. I sensed that it
is an important issue for global companies, their customers, their employees, their
shareholders and society as well. In the literature of this paper, leadership role during times of
change is well recognised. In addition, leadership during a turnaround is described as
complex and less understood. During this week of module I learnt that turnaround
management is kind of process devoted to corporate renewal. Additionally, turnaround
management includes root failure reasons analysis, management review as well as SWOT
analysis for determining why the hell company’s performanec is worsening. As per my
evolved knowledge about the concept, after all above analyses are completed, then a long-
term strategic plan and rearrangement plan are built to improve company’s overall image.
The journal has also described an in-depth examination of the role as well as activities
of turnaround leaders which have acquired inadequate attention. However, studies conducted
in this study have not examined in-depth tensions which leaders face at the time of
turnaround process. Thus, I analysed that for addressing the gap in the literature about
turnaround management, the paper has utilised case studies of 4 companies for examining the
major tensions which are experienced by the leaders. I have also gained the knowledge about
how good leaders manage problems and challenges during the turnaround process. By
framing focus on leadership tensions within 3 prominent domains of the literature include
leadership assertiveness, leadership change and strategic orientation, the author of the article

Diary Reflection 7
has explained the turnaround management process in an effective manner. In this way, as the
findings of the core reading (O'Kane & Cunningham, 2014), I identified the management of 6
main tensions which leaders experience within a five-stage turnaround model. While I was
reading I came to the conclusion that an effective turnaround leadership is less about specific
skill sets or ‘kinds’ of leaders for diverse stages of the retrieval process. However, it is more
about the leaders’ capability of purposefully navigating and balancing apparently conflicting
activities during the 6 tension scenarios. I also learnt how to assess and understand the
implications of the findings from a core reading for theory and practice. In this way, need as
well as significance of the turnaround management process has been explored by me during
seminar-5. My views about this concept have been evolved as rapid decisions must always be
created and approved, a task which is inadvisable yet necessary during the turnaround times
(Hickson, 2011).
Reflection Week-V
During week-5 of the module, I attended sixth seminar which was based on
introduction to communication. In addition, I read core readings include (Agazarian Y. ,
2013) and (Agazarian & Gantt, The first try at theory”, in “Autobiography of a theory, 2000)
while learnt role of effective communication in a true leadership practice. I upgraded my
knowledge and skill set about communication’s role while leading a big form or group of
people (Health Knowledge, 2018). The readings suggested that leaders should effectively and
interactively communicate more often with their team sub-ordinates. I came to know that it is
often tough for engaged business owners as well as executives to communicate with their
employees about the latest organizational decision and news (zkjadoon, 2015). Hence, if I
will get an opportunity to lead a team in future then I will adopt a practice where I will make
all efforts to provide all detailed info which can be needed by them to do their jobs
efficiently. Furthermore, learning during the module provided knowledge about
communication while leading a team more than introduction. I also decided to work upon my
communication skills in order to acquire inclusive employability skills for future career
development (Summers & Smith, 2010).

Diary Reflection 8
Source: (DeRue & Ashford, 2010)
While I was reading, studying and evaluating the major readings provided during this
week, I realized that communication is one of the major pillars of prosperous organization as
well as the keystone of true leadership. I learnt to be clear about business status updates and
company’s expectations for the assigned projects at my future workplace. Further, I will be
intentional with my staff and hence take an interest in their suggestions and problems. In this
context, I also read an academic journal written by (Agazarian & Gantt, The first try at
theory”, in “Autobiography of a theory, 2000) which narrated that conflicts generated from
poor communication are the most destructive elements in any professional and personal
relationship. Yet, such destructive forces of conflicts in teams are easily remediable if
effective professional communication is there. In this way, my views have built as key to
excellent management is strong communication (Hirsch & McKenna, 2008).
My study and minor research over communication’s role within true leadership
suggests that sometimes over-communication is also needed by the leader in a team. Now, I
think that when needed over-communication should also be used by the leaders specially
when team members are new to team or organization (Johns, 2014). As per my knowledge,
when an employee newly joins a team, some nervousness is automatically created within the
team. Hence, in such cases good leaders often over-communicate so that there can be no gap
in between the team and team-leader. My opinion built as everyone wishes to know what is
going to change as well as where we are going to work with the new team hence a good
leader should put efforts in order to make all of the team-members comfortable in a new

Diary Reflection 9
environment. I learnt to be an open and transparent leader at my future workplace. I will start
through outlining my 30-day plan (Knott, 2010).
Source: (Hogg, 2001)
Reflection Week-VI
I attended a seminar-7 on power of leadership on 13th February during which I read
important readings like (Nohria & Khurana, 2010) and (Lunenburg, 2012). I strongly agreed
with both of the core suggested readings. I came to know about power as well as influence of a
true leadership. I also learnt that sometimes leaders need to manipulate and influence their
sub-ordinates of team to get the better results in favour of the company they work in.
Moreover, my learning about power of leadership can be of six major types like reward power,
coercive power, referent power, legitimate power as well as expert power. After reading the
suggested readings I realized that referent power is based on liking and identification for the
leader by the followers. For an example, a good school teacher who is praised by his or her
learners own referent power. In addition, expert power is generally based upon follower’s
perceptions of the leaders’ competence. In this context, I can illustrate this power of leadership
with the example of a tour guide who is highly knowledgeable about any foreign place as I
consider him or her having an expert power (Management Study Guide, 2017). Additionally,
legitimate power of leadership is associated with owning formal job authority or great status.
Hence, my perception about this power suggests that a judge who administers various
sentences within the courtroom possess legitimate power. In addition to that, to me coercive
power is derived from possessing the capability to punish other sub-ordinates. For an example,
a sports coach who makes sit the players on the benches for being late at tournament practice

Diary Reflection 10
is utilizing his or her coercive power of leadership. Lastly, I also learnt about reward power as
it is derived from owing the capacity to offer rewards and recognitions to rest. For an instance,
to me a supervisor who can give rewards to their employees who work well is utilizing the
reward power (Putnam & Nicotera, 2009).
In this way, my thinking and perceptions about power of leadership after reading the
readings (Lunenburg, 2012) and (Nohria & Khurana, 2010) about power and influence of
leadership suggests that a parent can influence a child with a good leadership to get good
results in long-run. Additionally, I also think that a peer can easily influence another peer for
their own benefits. Moreover, as mentioned in above example of supervisor a manager of an
organization can influence their employees to get the best results in any project of the
company. Besides, my learning during this week also gave me knowledge about sales
professional’s power of influence. In this context, a sales professional always need to
influence customers with their good influence power so that their power of leadership can
influence and cause good results for the organization they work in.
Reflection Week-VII
Furthermore, on 19th February I attended seminar-8 during which I gained important
knowledge about analysis of communication. During this seminar, each of the group analysed
their filmed meeting utilising SAVI being a tool. We all analysed communication with the
help of many factors include communication patterns, suggestions on how to enhance the
groups’ problem-solving capacity. I also introduced other communication patterns as well as
likely outcomes in the area of effective communication. To do so, I researched over the tool
SAVI so that I can do communication analysis effectively. As per my research, SAVI is a
communication tool which offers an objective and systematic analyses of what creates
conversations fail or succeed. I evaluated that SAVI doesn’t only focuses upon what one say,
but it focuses upon how they say it. I also realized that there are a number of ways of
communicating which make communication easier and effective in a way that a message can
get through accurately and effectively. SAVI makes it easier to put out as well as take in
important info for critical problem-solving and decision-making (SAVI Communications,
2018).
To analyze my communication patterns I researched over SAVI communication tool
and my research resulted into following discussion. I analysed and found the distinctive
aspects as well as features of SAVI tool include:

Diary Reflection 11
 Pay attention to words as well as tone: in this context, SAVI communication tool
assess not only what has been said, but also how it has been said. While analysing
communication by SAVI, voice tone is as important as the words we utter, and hence
it played a critical role while I used SAVI.
 Emphasize on behaviour: SAVI tool is not apprehensive with peoples’ intentions,
motivations, personalities, or psychological analyses. In addition, it does not focus on
what someone mean to say, but it always focus on what they actually say which
depicts their communication behaviour.
 Non-judgmental approach: In SAVI communication tool analysis, there is no term
like good or bad behaviours. It means that if we are thinking SAVI, we are in the state
of a detective or researcher, who is collecting data related to the impacts of what has
been said without adjudging or monograming it.
 Practical strategies: according to SAVI, when communication does not work well, one
need to understand what exactly went wrong along with what needs to be done to turn
things around. With the help of SAVI tool one get specific and concrete
recommendations to change their behaviour for getting best results. I also learnt that,
flexibility of the SAVI tool empowers someone for developing their own strategies to
get adapted effectively to any communication environment.
 Pragmatic analysis: furthermore, SAVI tool categorizes communication patterns and
behaviours in practical terms. SAVI made me learn that the behaviour we use
intensely effects what our auditors hear (SAVI Communications, 2018).
My preparations about analysis of communication resulted in great illustrative
learning. I observed and summarized that SAVI analysis allows us to locate patterns of good
communication which hinder a working organization or team from accomplishing their goals.
While analysing communication through SAVI we all tried to find is our group caught up in
infinite loops of contending opinions, are we locked in a cycle of blame as well as self-
defences, where any new info becomes ammo of fuelling the fight and many more? I also
tried to find that is it hindered in a communication pattern of continuous grumpy? In this
way, on the basis of that analysis, SAVI offered practical strategies which I can utilise for
improving productivity, efficiency and morale in order to get successful in my future career
(SAVI Communications, 2018).

Diary Reflection 12
Reflection Week-VIII
During this week, I attended seminiar-9, during which learning about leadership and
culture occurred with the help of watching movie Gung Ho. I also went through the readings
like (Ely & Rhode, 2010), (Bird, Mendenhall, Stevens, & Oddou, 2010) as well as (Story,
2011). While I was observing and watching the 1986 film Gung Ho showcasing Michael
Keaton. Apart from a great comedy, I liked that it strengthened the public’s perceptions
about the Japanese and Americans at the workplace (Alvesson & Sveningsson, 2003).
Hunt Stevenson, the character played by the Michael Keaton’s goes to Japan for
persuading Japanese businessmen to open up reckless American car factory known as Assan
Motors in the area Pennyslvania to save jobs in the town.
While watching the movie, I learnt a lot about leadership and culture with the help of
Americans and Japanese businessmen interactions. In addition, from a cultural perspective, I
observed that a well-known perception is that the Japanese are workhorses whereas
Americans are badly lazy. Hence, I observed a major culture clash amid the 2 groups which
is easily evident throughout the Gung Ho film. By watching that movie, I analysed that we
should be careful while we see diverse cultures as it is so easy to preserve stereotypes.
I also observed that the film tried to give a message about different cultures and
leadership practice of those hard-working as well as lazy people in every culture. Although
the film was entertaining, yet it presented a single-sided view of both the Japanese and
American cultures.
As Hunt Stevenson made a deal with his boss through promising workers that 15,000
cars will be produced within a month otherwise they would not receive a hike. Thus, Hunt
Stevenson was international as being an American he dealt with Japanese businessmen.
However, in my views the moral of the story was that 2 cultures can easily work
together when they both are equally willing to learn as well as grow with each other
regardless of huge cultural differences. Finally, my thinking after watching this movie
evolved as people should never judge a culture on the basis of the characteristics of some
people out of them (Oc & Bashshur, 2013).

Diary Reflection 13
References
Agazarian, Y. (2013). Re-visiting SAVI Theory: Patterns, not columns and rows. SCTRI
Newsletter, 21(1).
Agazarian, Y., & Gantt, S. (2000). The first try at theory”, in “Autobiography of a theory.
London: Jessica Kingsley.
Alvesson, M., & Sveningsson, S. (2003). The great disappearing act: difficulties in doing
“leadership”. The leadership quarterly, 14(3), 359-381.
Australis College. (2018, 05 13). The Importance of Reflective Practice. Retrieved from
Australis College: https://www.australiscollege.edu.au/blog/community-and-
counselling-study-blog/the-importance-of-reflective-practice/
Barlett, C., & Wozny, M. (1999). GE's two-decade transformation: Jack Welch's leadership.
Boston: Harvard Business School.
Bassos, B. (2016). What is reflective practice? In The reflective practice guide: An
interdisciplinary approach to critical reflection. Oxon: Routledge.
Bird, A., Mendenhall, M., Stevens, M., & Oddou, G. (2010). Defining the content domain of
intercultural competence for global leaders. Journal of Mangerial Psychology, 25(8),
810-828.
Cooren, F., Kuhn, T., Cornelissen, J., & Clark, T. (2011). Communication, organizing and
organization: An overview and introduction to the special issue. Organization Studies,
32(9), 1149-1170.
DeRue, D., & Ashford, S. (2010). Who will lead and who will follow? A social process of
leadership identity construction in organizations. Academy of management review,
35(4), 627-647.
Ely, R., & Rhode, D. (2010). Women and Leadership. Harvard: Harvard Business Press.
Grint, K. (2010). Leadership: A very short introduction. Oxford: Oxford University Press.
Health Knowledge. (2018). Principles, theories and methods of effective communication
(written and oral) in general, and in a management context. Retrieved from Health
Knowledge:

Diary Reflection 14
https://www.healthknowledge.org.uk/public-health-textbook/organisation-
management/5a-understanding-itd/effective-communication
Heyrup, S., & Bente, E. B. (2009). Reflection: Taking it beyond the individual. New York:
Routldge.
Hickson, H. (2011). Critical reflection: Reflecting on learning to be reflective. Reflective
Practice, 12(6), 829-839.
Hirsch, P., & McKenna, A. (2008). Using reflection to promote teamwork understanding in
engineering design education. International Journal of Engineering Education, 24(2),
377.
Hogg, M. (2001). A social identity theory of leadership. Personality and Social psychology,
5(3), 184-200.
Johns, C. (2014). What is reflective practice? In Becoming a reflective practitioner. England:
John Wiley & sons.
Knott, C. (2010). Chapter 1: Reflective practice revisited. In C. Knott, & T. Scragg (Eds.),
Reflective practice in social work. London: Reflective Practice in social work.
Lunenburg, F. (2012). Power and leadership: an influence process. International journal of
management business and administration, 15(1), 1-9.
Management Study Guide. (2017). Popular Theories of Organizational Communication.
Retrieved 12 04, 2018, from https://www.managementstudyguide.com/theories-of-
organizational-communication.htm
Nohria, N., & Khurana, R. (2010). Handbook of leadership theory and practice. UK: Harvard
Business Press.
Oc, B., & Bashshur, M. (2013). Followership, leadership and social influence. The
Leadership Quarterly, 24(6), 919-934.
O'Kane, C., & Cunningham, J. (2014). Turnaround leadership core tensions during the
company turnaround process. European Managment Journal, 32(6), 963-980.
Oke, A., Munshi, N., & Walumbwa, F. (2009). The influence of leadership on innovation
processes and activities. Organizational Dynamics, 38(1), 64-72.

Diary Reflection 15
Putnam, L., & Nicotera, A. (2009). Building theories of organization: The constitutive role of
communication. London: Routledge.
Rosenthal, S., & Pittinsky, T. (2006). Narcissistic leadership. The leadership quarterly, 17(6),
617-633.
SAVI Communications. (2018). What is SAVI? Retrieved from SAVI Communications:
http://www.savicommunications.com/savi.html
Story, J. (2011). A developmental approach to global leadership. International Journal of
Leadership Studies, 6(3), 375-389.
Summers, J., & Smith, B. (2010). Communication skills handbook: How to succeed in written
and oral communication. Australia: John Wiley & Sons.
zkjadoon. (2015). 17 Different Types of Business Communication Theories. Retrieved 12 04,
2018, from
http://www.businessstudynotes.com/others/business-communication/different-
business-communication-theories/