{"id":548,"date":"2022-03-27T00:00:22","date_gmt":"2022-03-27T07:00:22","guid":{"rendered":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/?p=548"},"modified":"2022-03-27T01:10:34","modified_gmt":"2022-03-27T08:10:34","slug":"final-reflections","status":"publish","type":"post","link":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/final-reflections\/","title":{"rendered":"Final Reflections"},"content":{"rendered":"

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Image Source<\/span><\/em><\/a><\/span><\/p>\n

Looking back at my initial Reflection on Leadership<\/a> post I continue to perceive leadership as a dynamic and contextual process. The initial ranking attributes exercise we performed was enlightening, it showed me how different the perception of a leader can be in different contexts. While I admit that “Courage” was not my first pick, I still think it is an important attribute that most leaders have in common. <\/span><\/p>\n

In a fast-paced and demanding industry like the automotive, having the figure of a good leader helps improve business performance. It helps create an ideal work environment to increase sales, productivity and make employees happier and more motivated. A happy worker in his work environment achieves the objectives set beforehand, which increases the benefits of the company and improves its image, both internally and externally. In addition, it makes it more competitive. I also perceive a true leader as someone that establishes a common goal, inspires his work team, challenges them to work for objectives, and always moves forward.<\/span><\/p>\n

Throughout this course, I have learned many new concepts such as leadership models and theories, digital learning environments, and project management among others. I enjoyed learning about Organizational readiness for change<\/a> and how organizational structures and resource endowments shape readiness perceptions (Weiner, 2009). I also found it interesting to learn about transformational leadership, its disruptive nature, and how disruptive leaders frame their leadership in the context of their followers. Kouzes and Posner (2011) state that \u201cleadership is something one experiences in an interaction with another human being. That experience varies from leader to leader, from constituent to constituent, and from day to day\u201d (p. 29). The leaders with the greatest capacity to carry out the necessary transformation and continue to grow in complex times are those who know how to listen, show an open disposition, and are not afraid of change. On the contrary, they inspire it.<\/span><\/p>\n

As I continue my lifelong learning journey, I continue to believe that leadership is a powerful skill that we can develop over time. It is not about being in a position of power, it is about having the right mindset and desire to make a positive impact within any organization or group that we belong to. COVID 19 made already evident that change is not optional, and that companies that will come out of this crisis are those that can find new paths with flexibility and humility. This requires a new type of leadership, a new generation of leaders that embrace change in a new and ever-changing digital world.<\/span><\/p>\n

References<\/strong><\/span><\/p>\n

Castelli, P.A.\u00a0(2016), “Reflective leadership review: a framework for improving organizational performance”,\u00a0Journal of Management Development<\/em>, Vol. 35 No. 2, pp. 217-236.\u00a0https:\/\/doi.org\/10.1108\/JMD-08-2015-0112<\/a><\/span><\/p>\n

Kouzes, J., & Posner, B. (2011). The characteristics of admired leaders. Credibility: How leaders gain and lose it, why people demand it<\/em>.\u00a0(2nd<\/sup>\u00a0Edition). Jossey-Bass.\u00a0https:\/\/royalroads.skillport.com\/skillportfe\/main.action?path=summary\/BOOKS\/43184#summary\/BOOKS\/RW$564:_ss_book:43184<\/a><\/span><\/p>\n

Weiner, B. J. (2009). A theory of organizational readiness for change.<\/em> Implementation Science, 4(67). https:\/\/doi.org\/10.1186\/1748-5908-4-67<\/a><\/span><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Image Source Looking back at my initial Reflection on Leadership post I continue to perceive leadership as a dynamic and contextual process. The initial ranking attributes exercise we performed was enlightening, it showed me how different the perception of a leader can be in different contexts. While I admit that “Courage” was not my first … <\/p>\n

Continue reading “Final Reflections”<\/span><\/a><\/p>\n","protected":false},"author":211,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8],"tags":[],"class_list":["post-548","post","type-post","status-publish","format-standard","hentry","category-lrnt525"],"_links":{"self":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/posts\/548","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/users\/211"}],"replies":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/comments?post=548"}],"version-history":[{"count":8,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/posts\/548\/revisions"}],"predecessor-version":[{"id":558,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/posts\/548\/revisions\/558"}],"wp:attachment":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/media?parent=548"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/categories?post=548"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0216\/wp-json\/wp\/v2\/tags?post=548"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}