Leadership Reflection Journal

Purpose: This journal should be written in the first person and should be critically reflective. As such, you will discuss the most important concepts that you have learned and how those concepts may be applied to your leadership career.

Assignment Description: Your Leadership Reflection Journal should exhibit personal reflection of your present leadership competencies and also possible adjustments that could be made to your leadership approach. Importantly, your Journal entry should be in light of the various concepts that have in covered in the course. Also of importance, the Leadership Reflection Journal should be far beyond a mere casual discussion. It should demonstrate a high level of understanding and should also provide adequate integration of authoritative sources as assigned for reading this week.

My experience in leadership has been influenced by many issues such as apathy among team members, low productivity, and low organizational performance. Nevertheless, observation and literature allude that creating motivation among team members can be instrumental in increasing employee engagement, satisfaction, and contribution to meeting organizational goals. In this light, knowing how to use motivational theories is important for me as a leader to ensure that the knowledge I have can be employed in practice. My leadership approach involved identifying ways to increase motivation among the people I lead. Identifying how to motivate people requires effective communication channels among the team. On the first contact, I work to ensure that team members offer insights on the most appropriate means to motivate them. Although many state financial rewards and good working environment, creating motivation entails engaging many factors and sustaining them to promote performance. Apart from interviewing workers, I also study successful leaders and how they engage in building motivation. The insights offered by Robbins and Judge (2013)on  increasing the motivating potential requires jobs to be high on at least one of the factors in the Job Characteristics Model. The model facilitates increased autonomy and feedback within the organization. According to Robbins and Judge (2013), the higher the motivating potential a job offers to the workers is equivalent to increased motivation, performance, and satisfaction. These sentiments have changed how I approach leadership in the recent past. Notably, these concepts are instrumental in reducing turnover in the team or organization.

It is clear that the job environment is important for the success of motivational efforts. From this perspective, I presume that personality characteristics that push individuals to feel motivated are linked to various aspects of the environment as well as the leadership approach used. Although leadership strategies such as those proposed via the Job Characteristics Model are employed to influence the whole organization. I have realized that there is a need for a personalized approach towards enhancing motivation. In this context, there is a need to address all the needs of each employee. There is no doubt that each person is different and the expectations of each are different from the other. Suggestively, what might work for one person might be unacceptable to the other. With this understanding, engaging motivation should be managed appropriately by synchronizing the roles of the workforce with the organizational objectives.

One of the key aspects that I consider appropriate in increasing motivation in the workforce is to increase autonomy. Personally, I felt more at ease and engaged when I can conduct task without pressure. On my part, I have achieved autonomy through self-development programs, including research and advancing education. For the organizational level, increasing autonomy entails appropriate scheduling of work. At the same time, I feel that work should not only be scheduled, but the workforce should have the capacity to perform (Oostlander, Güntert, Schie, & Wehner, 2014). Suggestively, leaders should ensure that workers are trained, mentored, and given the opportunity to develop themselves. Additionally, scheduling should be linked to appropriate positioning to ensure that workers are placed in places where they can contribute through their talents and capacities. I have learned that effective communication should accompany autonomy. The key aspect presented by the interaction of these two factors in the delivery of direct and clear information about performance. It is also important the flow of this information be two-way, where employees are informed about their performance as well as supervisors receive information that can help them to improve their relationships with the workforce.

References

Oostlander, J., Güntert, S. T., Schie, S. van, & Wehner, T. (2014). Leadership and volunteer motivation a study using self-determination theory. Nonprofit and Voluntary Sector Quarterly, 43(5), 869–889.

Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior.  Pearson Education

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