Self-Reflection on Leadership

Self-reflection-leadership1
SELF-REFLECTION-LEADERSHIP
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Self-reflection-leadership 2
Introduction
My leadership ethos is grounded on my everyday life experiences, failures, observation and
victory. I always identify leadership as way taken by leaders and associates to have a mutual
destination. Good leaders initiate a strategy to help them design and ensure they have an active
group, actively communicate an idea and direct their staff to the destination (Sinclair 2013). It is
not enough for managers to establish a path or a target which the group will follow. But, he
ought to assist others in developing using respect and providing training, education, resources
and direction required. For the mission to be active, leaders must initiate main concern and
employ the capabilities, innovation, resources, and power of his backers (Batool 2013).
Northouse (2018) suggests the path-goal concept pinpoints four distinctive sorts of leader’s
traits. First, compassionate leadership where leaders exhibit trepidations for wellbeing and
persons need of juniors. Second is direct management where a leader offers specific guidance for
the workforce by setting the standards and organising work efforts. Third, is the
accomplishment-focused leader who set challenging objectives and emphasise high performance,
and illustrate confidence that team members ought to attain. Finally is participating management
where group manager ask for an idea from juniors (Kaul 2014).
Values are philosophies that define individuals’ notions about what is desirable, sound or right to
desirable (Damon 2014). My personal and leadership values are designed, and I try to use them
as a guide in everything I do and communicate in my group, association, and family. Having a
set value will enable me to chase a life of realisation and meaning. My core values encompass
integrity, competencies, trustworthiness, respect, accountability, gratitude, appreciation,
community engagement, advocacy, and contribution (Oppong 2013).

Self-reflection-leadership 3
Damon (2014) proposes that trust is essential, as a unique power is available only after belief has
been established in an affiliation. I will use the knowledge I have gained in my course to engage
with my clients. I will look to hone my compulsory negotiation and mediation abilities by
pinpointing the leading learning possession through my specialist affiliations and within my
community. About the leadership value of individual power abilities, I have agreed to provide
charity mediation provision in my community twice in one month. It will offer services to my
community, and refine and advance my negotiation and influential talents.
According to Damon, moral identity can be described as a self-conception designed around
initiated functional characteristics (Damon 2014). Thus, moral character is perceived in this
paper as linked to particular nobble traits. Damon recognises three sets of active leadership
traits: the strength of self-mastery, power of action and relationship. My professionalism leading
to the power of self-mystery will be started through a process of managing my community,
family, business, and routines by the value of trustworthiness and integrity (Naghdeali,
Emamjomehzadeh, Masoudnia & Ghasemi 2014). I will actively pursue prospects to mentors
other people, particularly those commencing their leadership careers, to improve my abilities and
help others to grow and accomplish their goals. I will establish my power of activities by being
professional and distinctively accountable and competent in my doings. I will employ an
increased knowledge of softer capabilities to prevent the incompetency of being overly self-
assured.
As a student of leadership, I have not only learned from books but also personal experiences and
this semester has brought with it vital lessons. A case in point is early in the semester when I was
tasked to lead a study group in another course subject only to learn later on that my listening