Leadership Report: Leadership Analysis of Bruce Faber at EHS

This report provides an in-depth analysis of Bruce Faber's leadership style at EHS Hospitality. It examines his career trajectory, highlighting his experiences at various organizations before becoming the owner of EHS Hospitality. The report delves into key leadership traits exhibited by Bruce, including supportiveness, strong communication skills, team-building abilities, self-confidence, and assertiveness. It explores how these traits have contributed to his success and effectiveness. The report also discusses Bruce's current leadership style, motives, and the application of leadership theories such as trait and behavioral theories. Furthermore, it provides an evaluation of his leadership style and traits, drawing conclusions about his overall leadership effectiveness and impact on the organization. The report concludes by summarizing the key findings and implications of Bruce's leadership approach within the hospitality industry.

Leadership 1
Leadership
By (Student’s Name)
Professor’s Name
College
Course
Date

Leadership 2
LEADERSHIP
Table of Contents
Introduction......................................................................................................................................3
Heredity, Environmental Influences As Well As Leadership Traits...............................................4
Supportive:...................................................................................................................................5
Strong Communicator:.................................................................................................................6
Team Building and Encouraging Teamwork:..............................................................................6
Self-Confidence:..........................................................................................................................6
Assertive:.....................................................................................................................................7
Current Leadership Style As Well As Motive.................................................................................8
Motives:.......................................................................................................................................8
Leadership Styles:........................................................................................................................9
Democratic Leadership:...........................................................................................................9
Transformational Leadership:..................................................................................................9
Team Leadership:...................................................................................................................10
Theories of Leaderships:............................................................................................................10
Behavioral Theory:.................................................................................................................10
Situational Theory:.................................................................................................................11
Evaluation of Leadership Style and Traits.....................................................................................11
Conclusion.....................................................................................................................................13
References......................................................................................................................................15
Appendices....................................................................................................................................18

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Introduction
From marketers, consultants, and developers to thought leaders, television personalities,
and keynote, the sector of hospitality remains big on talent. Whether these industries are
changing the game with different innovative concepts or training hoteliers with proven tactics,
these sector leaders have set themselves apart as one of the brightest stars of hospitality. In this
paper, the chosen owner of the organization that will be discussed is known as Bruce Faber, a
business owner at EHS Hospitality. Bruce began his career in the tourism industry unofficially at
a tender age, where he would take most of his weekends as a greeter at the restaurant of his
grandmother in Chicago. After his graduation, Bruce started working for Levy Restaurants for
more than nine years, starting as a manager at Bistrol 110, Chestnut Street Grill, and Spiaggia,
then promoted to Managing Partner and General Manager at Lincoln Park Zoo. Bruce was later
promoted to Director of operations for different organizations such as Rose Garden. Also, Bruce
took part in the new opening as well as takeover accounts: Jacobs Field, Kiel Center,
McCormick Place Convention Center, US Air Arena, and Joe Robbie Stadium. In 1999, Bruce
started working at Darden Restaurants Bahama Breeze. He was selected as the GM (General
Manager) of the organization (Darden Restaurants) at Raleigh. In the year 2001, he came back
home to Chicago to act as the Regional Director of Macy's and Marshall Field's Food Division,
with responsibility for more than eighteen restaurants in three states. In the year 2006, Bruce and
Dave Anderson created KeyLime Cove Water Resort. In 2008, Bruce started working at EHS
Hospitality Group, mainly as the owner of the Chicago market.
As the owner, Bruce works with candidates and Clients from local communities as well
as cities all over the nation. Although Bruce specialized mainly in the Chicago market, his office

Leadership 4
also worked in all areas of the United States for their candidates and clients to satisfy their needs.
With a clear understanding that the achievement of any institution depends on the teamwork and
strength of its workers, Bruce sustains a complete database of the top leaders of the industry at
every level, enabling him to supply customers with top talent consistently. The purpose of this
paper is to bring out the concepts surrounding leadership. This paper is separated into different
parts. The first part discusses the heredity, environmental influences as well as leadership traits.
The second part discusses the current leadership style as well as motives. The last part is the
evaluation of leadership style and traits.
Heredity, Environmental Influences As Well As Leadership Traits
Some of the essential factors that determine Bruce's leadership traits are the environment
and heredity. In this regard, heredity may be considered as the traits handed down genetically to
Bruce- these factors consist of genetic patterns and gender (Lin and Scaglion 2019). For instance,
the genetic makeup of the United States helps Bruce to become one of the best leaders in the
hospitality industry (Shalaby 2017). On the other hand, the environment indicates the setting in
which Bruce is raised throughout his life. Aspects, for example, parental upbringing, educational
system, and cultural factors, remain part of the environment. All these factors (environment and
hereditary) influence the development of Bruce. Both social and environment conditions
stimulate patterns that influence the personality of Bruce. For instance, the cultural expectation
of the United States for males to be more aggressive and competitive influenced the behavior of
Bruce. As a leader, Bruce acted as the visionaries because he was charged with the responsibility
of steering different organizations around pitfalls. Bruce strongly knows when to seize
opportunities as well as how to rally workers to work hard toward the goals of the company

Leadership 5
(Tropman and Blackburn 2018). Bruce indeed transcends the title of boss or manager. He
established a way to attain the right blend of enthusiasm, charisma, and self-assurance, possibly
with a healthy dose of timing and luck (Wyatt and Silvester 2018). Bruce Faber did not become
the owner of the EHS Hospitality solely because of aspects like IQ, personal characteristics, and
personal qualifications (Morgan and Manganaro 2016). One of the theories that will help us
explain the attributes of Bruce is trait theories. These theories claim that good leaders share
several similar personality traits or characteristics. Trait theories assist us in identifying qualities
and traits, for example, empathy, integrity, likability, and excellent decision-making skills that
are necessary when leading other people in the organization (Kibbe 2019). Bruce started building
his success mainly by developing the following traits of a powerful as well as a successful
leader.
Supportive: A real leader like Bruce is a collaborator as well as acts as a part of the
group; thereby, members shall feel supported in most of their activities (Reeve, Jang and Jang
2018). Bruce embraced collaborations, and this enabled him to become one of the best leaders in
the world. For instance, in the year 2006, Bruce collaborated with Dave Anderson to create
KeyLime Cove Water Resort. We also found that Bruce was always available to assist as well as
sympathize with all the employees by understanding precisely how they feel. Besides, as a
supportive leader, Bruce value the people who work for him in the organization by genuinely
care for them and recognizing their goals, strengths, and interests. Again, listening is one of the
characteristics of a leader that helped Bruce to become one of the best leaders in the hospitality
industry. Bruce was able to reach the leadership position he is today because of active listening
to other employees. For instance, Bruce narrated a story about how he listened to his mentor Jim
Early 35 years ago.

Leadership 6
Strong Communicator: Another essential trait that the best leaders have remains the
ability to speak persuasively and effectively (Amer 2017). Most of the leaders tend to practice
speaking to the public within their businesses before making a step of speaking to the public
(Stewart, Senior, Dye and Bucy 2019). We found that Bruce, as a leader, was a strong
communicator. For instance, after he graduated from high school, he started his full-time career
mainly in the business of restaurant at Snuggery in Schaumburg. He was 17 years of age and still
conducted the best interview with Jim Early. Despite his tender age, Bruce was able to respond
to some of the questions asked by Jim Early. All these indicate that Bruce was able to
communicate with people on all levels. For instance, Bruce was able to communicate on one on
one, via phone, to the department as well as to the entire staff in the organization.
Team Building and Encouraging Teamwork: Successful leadership is indeed created
on the individuals around you. Team building is essential to leading a unique and diverse group
of individuals with distinct motivations, skills, and personalities (Driskell, Salas and Driskell
2018). Bruce encourages strong teams as well as teamwork because he knew that the two factors
are essential in nurturing innovation, effective communication, as well as achieving the goals of
the organization. Bruce also believes that creating and recruiting the right team can enable him to
come up with an unstoppable force that shall drive the success of the organization. It is also true
that Bruce as the owner of EHS Hospitality is much proud of his team because he believes that
interacting with individuals better than him can enable the organization to be ahead of its
competitors.
Self-Confidence: indeed, leadership cannot exist without confidence. This is because
self-confidence remains the necessary component from which leadership develops (Kane, 2018).
A leader may be an effective decision-maker, more decisive, a mentor, and a better

Leadership 7
communicator. Yet, without the business owner believing in things that they are doing in the
company, authentic leadership shall mainly exist in title. Confidence in itself allowed Bruce to
conduct meetings and interviews with sufficient power and influence to accept bluntness as well
as commence communication (Liu, Dong, Chiclana, Cabrerizo and Herrera-Viedma 2017). The
entire staff at EHS Hospitality developed a strong faith in the organization and its mission
because of the confidence that they have in Bruce. Self-confidence helps Bruce as a leader to
recognize as well as appreciate things that he can accomplish as a leader. Self-confidence is the
motivation that most leaders need when things begin to get tougher. It plays an essential role in
each aspect of a leader's feelings, thoughts, relationships, behavior as well as job performance,
via an internal psychological mechanism known as self-leadership. Strong self-confidence
helped Bruce to develop positive expectations, and he was also willing to take risks that other
people might avoid (Caizzi et al., 2018). This allows him to accept accountability, making tough
decisions and initiating decisive actions. The competency of Bruce and his willingness to take
risks enabled him to established high, tough goals, which acted as an effective self-management
technique since they helped in maximizing the performance of EHS Hospitality Group.
Therefore, it is true that confidence is vital and fundamental in leading an organization and its
public via change. Leaders ought to motivate and direct their teams to alter how they work to
create a better future. From Bruce, we learned that a confident leader attains success as well as
fails only strengthens his desires to achieve something and with every accomplishment, the
confidence of the leader raises a mark higher.
Assertive: A good leader usually knows how to use assertiveness more so to gain
authority and respect, without alienating any employee in the organization (Kuzio 2017). Like
several leadership skills that a leader may need to run any firm, assertiveness remains something

Leadership 8
that may be maintained and learned with regular practice. In leadership, assertiveness is essential
because it helps leaders to attain success in leading the entire staff in the organization (Kim,
Baek, Yoon, Oh and Choi 2017). Assertiveness truly assisted Bruce to stands up for himself and
the team and communicates his needs to the management. All these enable Bruce to gain respect
from the employees. Being assertive may help relationships to be more authentic in the
organization in that the leaders shall be able to share their honest reactions with other workers as
well as motivate them to do the same to the leaders.
Current Leadership Style As Well As Motive
Motives: The first essential prerequisite for leadership remains desired to lead.
Motivation leadership starts with motivating yourself. A leader should have confidence and
motivation that he or she can successfully lead people and also that he can approach the staff he
is leading with respect. A real leader must come up with goals and visions to keep the entire staff
working towards something. The set goals should be achievable since unrealistic goals
negatively affect moral. It is also true that a leader generates the vision as well as set the
direction for the organization. A leader can inspire and motivate individuals that enable him or
her to deliver that vision. One of the motivations of Bruce for leading other people is his visions.
For example, Bruce had grand visions of establishing one of the best organizations in the world.
Bruce shared his visions with other people, especially his mentors in the industry. This enabled
his mentors to motivate him. Again, Bruce's motivation for leading individuals is
straightforward- it remains the people. In the organization, people create teams, and as a leader
of the group, it was not about Bruce as a team leader, but it was about the people that Bruce led.
No single employee in the organization indeed cares about the fact that Bruce was a leader. The

Leadership 9
title does not indicate anything- an individual shall only be a leader if the entire staff that he
manages shall follow his instructions. Bruce motivated his team to work hard for the
organization to be ahead of its competitors in the industry.
Leadership Styles: Many researchers argue that leadership style indicates the way an
individual uses power to lead different individuals. These researchers also mentioned a variety of
leadership styles that leaders may use in their respective organizations. The most suitable
leadership style relies on the function of the followers, the leaders, as well as the situation. There
are different kinds of ways leaders tend to firms or other individuals. Not all leadership styles
would always fit every situation in the organization. Some of the leadership styles used by Bruce
include:
Democratic Leadership: This leadership style requires subordinates to take part in the
decision-making process (Winn, Hall and Erskine 2017). It is often centered on the contributions
of the subordinates. At EHS Hospitality, Bruce holds final responsibility; however, he often
delegates power to other individuals, who determine various work projects. At EHS Hospitality,
communication remains active upward as well as downward. To me, this leadership style is one
of the best styles of leadership that every leader in the organization should use. This is because it
entails the following: competence, fairness, courage, honesty, creativity, and intelligence (Parés,
Ospina and Subirats 2017). Bruce is a leader who embraces the use of democratic focus. The
hospitality sector fit well with this leadership style since they need a high amount of teamwork to
function.
Transformational Leadership: This type of leadership is about creating change in
groups, organizations, oneself as well as other people (Hawkins 2017). Transformational leaders
often motivate employees to work hard in the organization (Hoch, Bommer, Dulebohn and Wu

Leadership 10
2018). Bruce indeed uses transformation leadership in that he was able to create more
challenging expectations as well as typically attain higher performance. For Instance, Bruce was
able to established EHS Hospitality because of his transformational leadership style. We also
found out that Bruce, as a leader, prefers to empower and motivates followers in the
organization. For instance, Bruce has always embraced the power of assisting his Clients in
satisfying their management needs. Over the past years, Bruce and his team have become career
experts for their business partners and candidates for their clients by helping develop and retain
managers.
Team Leadership: This involves the formation of a vivid picture of a group's future,
what it shall stand for, and where it remains heading. The vision inspires as well as offers a
strong sense of direction and purpose. Bruce is a leader who embraces the use of Team
Leadership because he often worked with other people in the organization. Again, he believed
that the success of the organization depends on the teamwork. Finally, all the leadership styles
mentioned above indeed help Bruce find his niche. They also help Bruce to discover the types of
a blend of leadership traits that he needs to improve the performance of the organization.
Theories of Leaderships: There remain many divergent views of leadership. Some of
the theories of leaderships include Trait Theory, Great man theory, contingency theories,
situational theory, and situational theory, the theory of management, and Behavioral theory
The most preferred theories that will be discussed include Behavioral Theory and
situational Theory.
Behavioral Theory: These theories of leadership depend on the belief that successful
leaders/managers remain made, not born. It mainly concentrates on the actions of managers, not
on intellectual abilities or internal states. Many researchers argue that individuals may learn to

Leadership 11
become managers via observation and training (Nason, Bacq, and Gras 2018). For instance,
when we look at Bruce, we realize that his leadership skills improved because of the close
working with other experts from different organizations. Bruce started to work at a very tender
age with various organizations, and this enabled him to acquire the necessary skills useful in
starting an organization (Greve and Teh 2018). Bruce established EHS Hospitality not because
he was born a leader, but because of his hard work and believing in himself. To me, Behavioral
theory is one of the most preferred theories of leadership.
Situational Theory: This theory suggests that managers select the best course of action
based upon situational circumstances or conditions (Wakefield and Knighton 2017). Different
styles of leadership may indeed be suitable for dissimilar kinds of decision-making (Chen, Hung-
Baesecke and Kim 2017). For instance, in a circumstance where the manager remains expected
to be the most experienced and knowledgeable member of a team, an authoritarian leadership
style could be most appropriate (Chen, Hung-Baesecke and Kim 2017). On the other hand,
where team members remain skilled professionals and supposed to be treated with dignity, a
democratic style can be more effective.
Evaluation of Leadership Style and Traits
Based on the assessment made in class, the strength of my leadership styles and straits
about Bruce include the following.
Some of the personal strengths include discipline and trustworthiness. Being trustworthy
indeed remains critical to the ability of a leader to mobilize other people (Ahmad, Salleh and
Ghavifekr 2017). A more disciplined leader earns too much respect from his or her followers.

Leadership 12
When we compare these to that of Bruce, we found that we both are discipline and
trustworthiness.
Again, I am very patient. Being patience is essential in that it allows leaders to enhance
their listening skills. All successful managers and leaders have amazing skills in listening.
Therefore, leaders must have patience in order to listen to other people in the organization. We
also found that Bruce was patient because he was able to listen to his followers and other experts
in the industry.
I also have the capability of working with unique personal approaches and styles in the
organization. I think this can enable me to become one of the best leaders in the organization,
just like Bruce. Other essential leadership traits and styles that can allow me to be a good leader,
just like Bruce, include assertive, strong situational awareness, and the ability to integrate
behavior in the firms.
It was also evident that I can lead the team to success. This is because I adore and
encourages teamwork. Also, it was evident that I can work well with other people in the
organization. Though there are some improvements which I have to make in order to lead the
team to success, I believe that I can easily form a vivid picture of a group's future. As for Bruce,
we realized that he is a leader who embraces the use of Team Leadership because he often
worked with other people in the organization. Again, he believed that the success of the
organization depends on the teamwork.
Some of my weakness includes too detailed, self-critical, and not good at public
speaking. First of all, it is true that people who fear public speaking often fail to present their
issues to the staff and to the customers. This leadership trait is essential to all the managers since
those in the workplace need to know the kind of task that you are assigning to them. It is true that

Leadership 13
Bruce who is the owner of EHS Hospitality has effective communication skills. Communication
skills enabled him to deliver information to all the team members in the organization. Secondly, I
am self-critical. It is true that I can be very critical of myself. I often feel that I might have done
more even if have I done quite well. This often contributed to burnout as well as negative self-
talk. We look at Bruce, we found that he often celebrate his achievements with the entire staff.
Also, the main weaknesses of my leadership straits and styles are that I am neither an
intellectual conformist nor a very creative person. When we look at the creativity of Bruce, we
found that Bruce is a very creative person and this enables him to developed realistic goals. Also,
Bruce was able to fulfill his childhood dream of creating an organization of his own by
establishing EHS Hospitality.
Conclusion
This paper discussed some of the leadership traits and styles that good leaders in the
organizations possess. Some of the leadership styles discussed includes democratic leadership,
transformational leadership, and team leadership. On the other hand, the leadership traits
discussed in this paper includes self-confidence, assertiveness, and team building. It is clear from
the discussion that individuals are usually never one hundred percentage leaders or managers.
Both of these leadership traits and styles are essential in a well-run company. Clearly,
understanding what characteristics and real leaders’ exhibit traits enables us to know the right
leaders. It also allows us to discover things that we need to consider for us to be the best
managers or leaders. Leaders require managers to help them run the organization. Instead of
discussing management versus leadership, future research should look at how leaders can

Leadership 14
integrate management with leadership. This is because the integration of these two items can
genuinely improve the performance of the organization.

Leadership 15
References
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of Islamic schools principals: a quantitative analysis. MOJEM: Malaysian Online Journal of
Educational Management, 5(1), pp.29-50.
Amer, W., 2017. The art of creative leadership: A good manager can be transformative in
innovation, morale, and individual performance when certain leadership methods are in
place. Strategic Finance, 98(12), pp.21-23.
Caizzi, E., Parish, M., Mackley, S., Arun, N., West, D. and Otunuga, O., 2018. Evidence
Review: An evaluation of the impact of adventure learning and leadership programmes on young
people’s self-esteem, self-confidence and resilience.
Chen, Y.R.R., Hung-Baesecke, C.J.F. and Kim, J.N., 2017. Identifying active hot-issue
communicators and subgroup identifiers: Examining the situational theory of problem
solving. Journalism & Mass Communication Quarterly, 94(1), pp.124-147.
Driskell, J.E., Salas, E. and Driskell, T., 2018. Foundations of teamwork and
collaboration. American Psychologist, 73(4), p.334.
Greve, H.R. and Teh, D., 2018. Goal selection internally and externally: A behavioral theory of
institutionalization. International Journal of Management Reviews, 20, pp.S19-S38.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H. and Wu, D., 2018. Do ethical, authentic, and servant
leadership explain variance above and beyond transformational leadership? A meta-
analysis. Journal of Management, 44(2), pp.501-529.

Leadership 16
Kane, A., 2018. Self-confidence at work: understanding and developing the construct (Doctoral
dissertation, Kingston University).
Kibbe, M.R., 2019. Leadership theories and styles. In Leadership in Surgery (pp. 27-36).
Springer, Cham.
Kim, Y., Baek, T.H., Yoon, S., Oh, S. and Choi, Y.K., 2017. Assertive environmental
advertising and reactance: Differences between South Koreans and Americans. Journal of
Advertising, 46(4), pp.550-564.
Kuzio, T., 2017. Ukraine between a constrained EU and assertive Russia. JCMS: Journal of
Common Market Studies, 55(1), pp.103-120.
Lin, H.L. and Scaglion, R., 2019, July. Austronesian Speakers and Hereditary Leadership in the
Pacific. In Anthropological Forum (Vol. 29, No. 3, pp. 267-283). Routledge.
Liu, W., Dong, Y., Chiclana, F., Cabrerizo, F.J. and Herrera-Viedma, E., 2017. Group decision-
making based on heterogeneous preference relations with self-confidence. Fuzzy Optimization
and Decision Making, 16(4), pp.429-447.
Morgan, S. and Manganaro, M., 2016. Teaching and learning leadership: Assessing teams in
higher education. The Journal of Leadership Education, 15(4), pp.144-152.
Nason, R.S., Bacq, S. and Gras, D., 2018. A behavioral theory of social performance: Social
identity and stakeholder expectations. Academy of Management Review, 43(2), pp.259-283.
Parés, M., Ospina, S.M. and Subirats, J. eds., 2017. Social innovation and democratic
leadership: communities and social change from below. Edward Elgar Publishing.
Reeve, J., Jang, H.R. and Jang, H., 2018. Personality-based antecedents of teachers' autonomy-
supportive and controlling motivating styles. Learning and Individual Differences, 62, pp.12-22.

Leadership 17
Shalaby, M.N., 2017. The Determinants of Leadership: Genetic, Hormonal, Personality Traits
Among Sport Administrators. International Journal of Pharmaceutical and
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Executive, 21(3), pp.7-13.
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Leadership 18
Appendices
CBM210 Leadership Traits Assessment Summary
Student Name: __________________
Assessment Your
Score
Purpose of the
Assessment
Brief Interpretation of
Your Score
TOPIC 1 1)Mod
erate
2) a
high
self-
confide
nce
3)
averag
e
tenden
cy of
being
proacti
ve
1)To determine my
Readiness for leadership
role
2) to determine the level of
my self-confidence
3) to determine some of
the proactive personality
1) This score indicates that am
not yet ready for leadership role
2) I can be a self-confident leader
3)I have proactive personality
TOPIC 2 1)Inter
nal
locus
control
1)To establish whether I
have an external or internal
locus of control
1)The score indicates that my
behavior is guided by my
personal efforts and decisions

Leadership 19
2)Am
assertiv
e
2) to determine whether I
am non-assertive or an
assertive person
2) I show forceful personality or
confident.
TOPIC 3 1)A
high
LPC
leader
2) a
strong
situatio
nal
perspec
tive
I am
not an
intellect
ual
confor
mist or
a very
creative
person
2) to measure the
situational perspective
3)To test my creative
personality
2) I mainly concentrates on
elements of the particular
communication situation at hand
3)Still not creative enough to be a
leader
TOPIC 4 1)
average
degree
of team
leaders
hip
2) a
modera
te
degree
of
integrat
ing
behavio
r
To determine how well I
work in groups
I can be a team leader because I
work well in groups

Leadership 20
3)
favorab
le
attitude
of a
team
player
4) solid
team
leader
TOPIC 5 1)
neutral,
detailed
attitude
toward
strategi
cally
thinkin
g
2) An
average
need
for
recogni
tion
1) To determine whether I
am a strategic thinker
2) To determine whether I
care for recognition
1) the score indicates that I can be
a strategic thinker
2) I care for recognition but not
fully.
TOPIC 6 Am
effectiv
e
commu
nicator,
2) I
have
average
attitude
s
toward
knowle
dge
1) to determine the
effectiveness of
communication
2) to determine my
whether encourage
teamwork through sharing
of knowledge
1) The score indicates that I can
be a good communicator.
2)the score also indicate that I can
value teamwork

Leadership 21
sharing
CBM210: The Leadership Journal

Leadership 22
Journal Entry
Reflection for Topic based Assessments: ________________________________
Event/Issue Encountered
In the community that I was staying, my high school teacher who is a mentor to started a
community outreach ministry, and chosen me as a leader of the ministry to those without home
in Toronto city. I was in charge of the conference that was held yesterday. This conference
lasted for 24 yours and some of the problems that the homeless experiences include lack of
basic needs such as food, shelter and water.
Personal Reaction and Behavior
At the meeting, as a leader, I was extremely task-oriented. I completed the work that I
was allocated on time and then went beyond what I was supposed to do. I established groups
that bought the materials and made the care-packages. Also, I gave necessary rules on how to
evangelize, organized the sessions of debriefing, and led the sandwich runs.

Leadership 23
Thoughts on Reaction
I believe I reacted the way I did in the meeting because I was a leader chosen a leader. As a
leader I need to set a good example to my followers so as to enable us realized the target goal of the
conference. Also, acted the way I did after witnessing the kind of suffering that the homeless people are
going through. At first, I thought that what are being post on the blogs are just rumors meant to ruin the
name of the government. From this 24 hours conference, I realized that most of the homeless people lack
basic needs and as a leader I need to act very first to ensure that we at least changed their lives.
Identification of Learning Targets
When I reflect on my time at the conference, I realize the significance of investing in
individuals, instead of investing in organizations. Many researches stressed the need for leaders
to develop good working relationships with other people at the workplace. In this conference,
some of the traits of a leader that can be learned include a builder, an encourager, as well as a

Leadership 24
teacher. It also true that I a leader should rule by example.