Reflective Report on Learning: Employability and Leadership

This report provides a reflective analysis of employability and leadership attributes, focusing on the attribute of learning and its impact on personal and professional development. It explores different levels of leadership—capable individuals, emerging leaders, and strategic leaders—and links theoretical underpinnings, such as authentic and transformational leadership, to practical experiences. The report emphasizes the importance of self-awareness, continuous learning, and developmental planning, highlighting strategies like SWOT analysis, feedback seeking, and coaching. It also discusses the significance of inquiry-based learning and reflective practice in fostering critical thinking and problem-solving skills. The report concludes by outlining future implications for learning and development, emphasizing the need for consistent evaluation and the application of learned concepts in diverse contexts.

Running head: MANAGEMENT
Reflective report on Employability and Leadership Attribute of Learning
Name of the student:
Name of the university:
Author note:

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Table of contents
Introduction................................................................................................................................2
Insight into Employment and Leadership Attributes.................................................................2
Discussion..................................................................................................................................3
Theoretical underpinnings......................................................................................................3
Capable individuals............................................................................................................3
Emerging leaders................................................................................................................4
Strategic Leaders................................................................................................................4
Linking theory and practice...................................................................................................5
Critical review of the importance of inquiry based learning and reflective practice.............6
Implications for learning and development for future...........................................................6
Conclusion..................................................................................................................................6
References..................................................................................................................................8
Bibliography...............................................................................................................................9

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Introduction
Employment and leadership attributes shape the key skills, competencies and abilities,
which a leader needs to possess. At the initial stage, they assist the students in polishing their
skills, expertise and knowledge. This is through the provision of comprehensive guidance
about the true essence of leadership; transferrable skills, knowledge and behaviour and
indicators of effective leadership potential (Covelli & Mason, 2017). As a matter of
specification, Employability and Leadership Attributes suffices the need for the development
of online Student Development Portal. Typical components of this Portal are supportive
activities and modules, which help in inculcating self-awareness, leadership capabilities and
employability skills. This assignment attempts to develop a reflective journal on the attribute
of learning, which sharpens the preconceived skills, expertise and knowledge.
Insight into Employment and Leadership Attributes
There are seven employment and leadership attributes- set direction, engage, drive,
collaborate, learn, innovate and acting with integrity. I think the division of these attributes
in three levels of capable individuals, emerging leaders and strategic leaders is a systematic
approach towards enhancement of the skills, abilities and competencies (Price, 2011). These
levels are further mapped according to typical application, contents and future application.
This mapping is executed through the consideration of cumulative model, which I think is apt
in terms of demonstrating the knowledge, skills and behaviour expected from the emerging
leaders and capable individuals. I can relate the day to day practice and cognitive learning
with the contents of the attributes. According to my opinions, the examples of self-reflection,
preparing for the interviews and self-assessments elucidate each of the attributes.

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Discussion
Theoretical underpinnings
In this segment, my main focus is on the attribute of learning, which includes the
initiative towards exercising self-awareness through continuous learning and developing
others. Like the other attributes, the contents of the subdivision in case of learning are as
follows:
Capable individuals
In this case, I feel that understanding the need and importance of developing others is
the most crucial element. Visser and Courtice, (2011) argues that this realization attaches a
good start to the path to leadership. Once the foundation of leadership is strong, the
enthusiasm for polishing it, becomes stronger. This demonstrates the zest for learning to
which I can relate the continuous improvement strategies. In this process, I can refer to the
exercises of self-awareness and SWOT analysis, which assists in confrontation to that of the
strengths, weaknesses, opportunities and threats. Within this, I think that my preferences
holds equal significance. In this process, I get to meet new people, which expands my
knowledge horizons. Along with this, I also get to encounter some of the potential challenges,
which acts as an obstacles in attaining leadership development.
I feel that the means of feedbacks are crucial in terms of improvising on the standards
and quality of my performance. Affirming with the ideas of Sohmen, (2015), I can say that
undertaking new challenges assists me to undertake new challenges and risks, taking my
thinking skills and judgmental capabilities beyond the comfort zone. I feel that seeking new
opportunities, through the means of placements, voluntary work and scholarships are the
means through which I can gain an insight into the prospective avenues through which I can
enhance my leadership skills, abilities and competencies. Apart from this, I also think that
reflecting on the exposed performance is equally important for gaining an understanding
regarding the practical application of the learnt skills into the future situations.

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Emerging leaders
In this case, the main focus is on reflection, continuous learning and developmental
planning. According to my opinions, adjustability skills are crucial in terms of getting
acquainted with the surrounding environment. Considering the arguments of Aas, (2017), I
can cite the examples of changing location or position. I think that in order to attain
leadership, taking responsibilities and extra initiatives are vital for upgradation of the skills,
competencies and abilities. Rational and conscious approach in this direction is apt in terms
of attaining academic establishment. I also feel that proper guidance is vital in this stage for
averting errors and misinterpretations.
Viewing from the other perspective, supervising the performance of others is also
productive in terms of measuring its effectiveness, appropriateness and feasibility in terms of
the identified and specified objectives. According to my viewpoints, coaching others is an
effective means for upgrading the performance according to the benchmark levels and key
performance indicators. I can cite the example of group discussions, which assists me in
reducing the knowledge gaps of others and expand my knowledge horizons. Norzailan, Yusof
and Othman, (2016) are of the view that collaborative approach towards constructing plans is
an initiative towards exposing systematic approach towards executing the allocated duties
and responsibilities. Measuring the performance through personality tests are beneficial for
me in terms of shaping the capacity for leadership skills, abilities and competencies.
Strategic Leaders
I think these type of leaders are the most successful, as they have organized plans for
self-reflection through continuous improvement plans. Within this, I can refer to the long
term goals, which secure their present and the future. I feel that setting role models are
assistance in terms of progressing on the path of leadership in terms of a flexible foundation.
Logical approach in this direction reduces the mistakes and deviations. Promotion of the
employees through the talent management activities suffices the need of motivation and

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encouragement needed for making effective progress towards the attainment of the leadership
skills, abilities and competencies (Holten, Bøllingtoft & Wilms, 2015). Mentoring others
through the development of career development plans is assistance for me in terms of
nurturing their talents and ensuring their success. Within this, ethical approach is vital for
attaining trust, loyalty and dependence for emerging as a People’s Leader.
Linking theory and practice
I can cite the reference of authentic leadership theory or model, which relates to the
steps undertaken for gaining an insight into the true self. Self-improvement is their main
philosophy for which observation learning approach is adopted. I can relate the theory with
that of the transformational leadership style, as self-improvement brings radical
transformation in the leaders regarding performing the allocated duties. In terms of learning, I
can apply the cognitive learning theory, which relates to interacting with new people, taking
personality tests, setting routines and others. In this, I can point out the importance of creating
“positive ethical climate”, which helps in earning respect.
Affirming with the ideas of Obolensky, (2017), I can say that collaborative
discussions helps in bridging the gap between theory and practice in terms of leadership.
Strategic approach in this direction is crucial for systematizing the plans for developing the
skills, abilities and competencies of the team members. Scoring the performance is assistance
for the mapping the improvements, which are needed in my performance. I think that
understanding the intensity of the gaps is vital for making practical application of the learnt
skills into the performance. I can mention the sustainability leadership model, which the
leaders consider to making relevant performance according to the context, in which they are
venturing. This is crucial in terms of gaining respect from others.

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Critical review of the importance of inquiry based learning and
reflective practice
Inquiry based learning is a constructive approach, in which the individuals are
encouraged to take the ownership of their learning. Affirming with the ideas of Lester,
(2015), I can point out that exploration, questioning, investigation attaches strong foundation
to the potential issues, which needs modification. I can make mention of asking questions,
collecting and analysing data and deducing conclusions, which adds value to learning. I feel
that authenticity, reliability and validity are crucial for achieving positive outcomes. I have
gained an insight into the fact that developing high order, information literacy and critical
thinking skills add value to the approaches towards inquiry based learning. Along with this, I
can also cite the reference of problem solving abilities and skills, which is assistance in terms
of developing lifelong learning.
Implications for learning and development for future
The concepts, which I am learning, needs to be noted down. Strategic approach in this
direction would be beneficial in terms of applying them in the other contexts for getting
productive results. Considering the views of Sparr, Knipfer and Willems, (2017), I also think
that discussing the ideas and thoughts with peers, relatives and team members is helpful for
expanding the knowledge horizons. In this process, difference of opinion is bound to occur,
which can be mitigated through evaluation and self-assessment. Conducting internet search
would enhance my awareness about the universities and colleges offering personality
development courses. Aligning this with the identified and specified objectives would be apt
in terms of exposing appropriate approach towards polishing leadership skills, abilities and
competencies.
Conclusion
Learning is an important aspect in terms of improvising on the preconceived skills,
abilities and competencies. Consistency in evaluation of learning is helpful for me in terms of

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gaining an insight into the modifications needed for upgrading the standards and quality of
performance. Career development plans are an agent for gaining familiarity with the
prospective avenues, which I can consider for excelling in my field. Consideration of inquiry
based learning assists me to expand the scope and arena of my thinking skills and judgmental
capabilities. Mapping the future implications of learning secures my future courses of action,
driving me towards the path of leadership.

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References
Aas, M. (2017). Leaders as learners: developing new leadership practices. Professional
development in education, 43(3), 439-453.
Covelli, B. J., & Mason, I. (2017). Linking Theory to Practice: Authentic
Leadership. Academy of Strategic Management Journal. 16(3)
Holten, A. L., Bøllingtoft, A., & Wilms, I. (2015). Leadership in a changing world:
Developing managers through a teaching and learning programme. Management
Decision, 53(5), 1107-1124.
Lester, S. W. (2015). Melding service learning and leadership skills development: Keys to
effective course design. Journal of Experiential Education, 38(3), 280-295.
Norzailan, Z., Yusof, S. M., & Othman, R. (2016). Developing strategic leadership
competencies. Journal of Advanced Management Science Vol, 4(1).
Obolensky, N. (2017). Complex adaptive leadership: Embracing paradox and uncertainty.
Routledge.
Price, J. (2011). Unifying leadership: Bridging the theory and practice divide. Journal of
Strategic Leadership, 3(2), 13-22.
Sohmen, V. S. (2015). Reflections on creative leadership. International Journal of Global
Business, 8(1).
Sparr, J. L., Knipfer, K., & Willems, F. (2017). How leaders can get the most out of formal
training: The significance of feedback‐seeking and reflection as informal learning
behaviors. Human Resource Development Quarterly, 28(1), 29-54.

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Visser, W., & Courtice, P. (2011). Sustainability leadership: Linking theory and
practice. Available at SSRN 1947221.
Bibliography
Hibbert, P., Beech, N., & Siedlok, F. (2017). Leadership formation: Interpreting
experience. Academy of Management Learning & Education, 16(4), 603-622.
Moos, L. (2015). Leadership for creativity. International Journal of Leadership in
Education, 18(2), 178-196.