Leadership, Motivation, Diversity, and Communication - Literature review Example

Reflective Log Table of Contents Table of Contents 2 Introduction 3 Discussion 3 Conclusion 8 Reference List 9 Introduction According to Flanagan (2000), work-based learning which is synonymous with practice-based learning plays vital role in helping students and would be entrepreneurs to integrate self-knowledge, formal knowledge and expertise when it comes to solving real world problems. In such situation, students and would be entrepreneurs use their theoretical knowledge to address real world business problems and outcome of such application guides them to understand functionality of learning. Consideration of research works of Ramsey (2005), Higgins (2008) and Brennan (2005) reveals the fact that practice-based learning does not focus only on problem solving by integrating previous knowledge but also focuses on self evaluation of learning process. To support such theoretical; under pinning, Hytti and O’Gorman (2004) used the concept of reflective log which helps learners to record task completed in previous occasions and evaluate personal learning context associated which these tasks. Using reflective log helps the learners to analyze his/her ability to apply theories in practical world or ability to integrate theories for enterprise and personal development. In such context, key objective of this journal will be to develop a reflective log built up over time and preferably based on my own experience and observations within a current or past organization. Due to such requirement, I will assess leaning gathered through EPD and other module session activities in context to work that AI have done in present or previous organization. As part of assignment objective, I will evaluate my understanding of personal contribution which can be made to enterprise development and how own development should be shaped. In the next section, the study will use concepts like leadership, motivation, diversity and communication in context to real world enterprise experience. Discussion Before going to the discussion regarding reflective log, I want to brief my professional experience in order to develop functional background of further discussion. From 2010 till December 2012 (more than 2years and 6 months), I worked for Iceland ltd as Sales Assistant. As part of my job responsibility, I had to serve customers, restock inventories, maintaining account balance of chilled (fridge) inventories. Evaluating overall customer service for service delivery process was also part of job responsibility. Due to my good performance and performance target achievement, line managers in Iceland ltd had shifted my job responsibility and I started working as talking shop representative after completion of 8 months. According to Thompson and McHugh (2002) and Wolff, Pescosolido and Druskat (2002), in work environment, individuals should be empowered to make decisions during contingent period of time. According to these scholars, developing contingent leadership skill has direct relationship with ability of employees to integrate their skill in real world scenario. I also found valance in the argument of these research scholars when applying theories regarding leadership in working environment of Iceland ltd. For example, as shop representative, I was needed to handle queries or complaints from my fellow team members, supervise and coordinate their activities. In such context, I want to cite an example of incident where I deployed the concept of diversity and communications which not only enriched me with real world learning but also helped the enterprise. Table 1: Reflective Log Example Date: 2/2/2011 to 4/6/2011 Team Members 5 members Tasks completed: Worked on project regarding measuring customer satisfaction Based on the measurement, operational tasks had been done in order to improve customer satisfaction In my team, 5 members were from different ethnic and gender section and I managed such diversity dynamics by using theories learnt. I used communication skill to communicate them team formation objectives and talked with each team member individually in order to address their complaints regarding project objective. At the end of the task, I was successful in collaborating activities of team and motivating team members to achieve project objective. Reflection: I found it challenging to communicating and ensuring equal understanding of team members from different ethnic group and cultural background. I found that theories regarding communication and managing diversity can be used in efficient manner in organizational context where individuals need to manage diversified teams. Yukl (2009) and Zacharatos, Barling and Iverson (2005) defined leadership as characteristics and interpersonal skills are being used by individuals to motivate other subordinates to follow direction mentioned by the very individual. Zacharatos, Barling and Iverson (2005), Yukl (2009) and Judge et al (2002) pointed out different leadership styles that can be used in different organizational context such as autocratic leadership, bureaucratic leadership, charismatic leadership, and democratic leadership, and servant leadership, transactional and transformational leadership. However, I used servant leadership style in order to engage team members and motivate them to give their best for achieving performance objectives. Wong and Law (2002) defined servant leadership as attributes of small scale team leaders who can lead the whole team by engaging every member in the team to the project objective and by taking into account opinion of other team members while making decision for the team. In Iceland ltd, I responsibility was to handle team of 5 members and motivate these team members to perform well and achieve pre-determined targets. Therefore, deploying servant leadership style has helped me to communicate with team members in robust and interactive manner. I conducted team meetings, knowledge session, Delphi method and brain storming to clear out doubt among team members and coordinate activities of team members. As part of participative leadership, I gave the authority to team members to make decisions during contingent periods such as client query handling, making decision regarding shop floor movement or inventory optimization etc. In the initial phase, my team members showed doubt over my leadership style but in the later phase, when I started interacting with them then they understood my approach and supported my leadership style. As part of job responsibility of shop representative, I would meet with store manager once every 2-4 weeks and discuss issues regarding fellow team members with the manager. As a team leader, my focus was to highlight complaints or suggestions of team members in front of manager and access as much support as possible from higher authority to resolve pertinent problem areas for my team members. While arranging support for my fellow team members, I used strategic negotiation process such as, 1- bringing on the urgency of the issue pertinent to team members to manager, 2- communicating operational perspectives of issue, 3- communicating the perspectives of team members to manager in interactive manner which can help the manager to realize direness of the situation. During remaining party of my professional association with Iceland ltd, I continued working as shop representative and worked as mediator between my team members and manager. I believe, doing the work for more than 2 years had given me the opportunity to execute role of leader, motivator, communicator or coordinator who can mange diversity can in order to bring the team together and achieve performance objectives. Although, I used the concept of managing diversity and communication to coordinate activities of team members but I found that despite integrating these theories, one cannot bring desired performance level from team member. Without integrating theory of motivation, it is very difficult to predict level of engagement of team members under servant leadership model (Armstrong, 2009). Therefore, discussion regarding “Enterprise and Personal Development” is incomplete without highlighting role of motivation. Maslow (1943) pointed out that satisfying five types of human needs can bring motivational drive among organizational members. According to Maslow (1943) and Koontz and Weihrich (2006), human are driven by five types of needs such as physiological need, social need, satisfaction of the ego, self-actualization and safety need. Physiological Needs- basic human needs regarding thirst, sex and hunger. Iceland ltd provides industry standard remuneration to employees to satisfy their physiological need but I have found that such kind of motivational source is temporary in nature to keep up the employee engagement level. Safety Needs- human needs for leaving physically and emotionally secure life but unfortunately my team members were not happy about the physical safety in workplace. Fellow staff member had issues like lack of toilet cleanliness and lack of capacity of lockers to store adequate inventories. They were concerned about health hazards in the workplace and such concern was negatively affecting the motivation level to perform well. To lift their motivation level, I personally conducted investigation and came up with report and submitted the report to higher authority. Based on my report findings, higher authority took action to decrease threat of health hazards in the workplace and such initiatives boosted the motivation of team members. In this context, I used Maslow’s need hierarchy model to identify cause of lack of motivation and helped my Enterprise to improve safety issues. Apart from mentioned issues, my team members were also facing safety issues such as they need new uniforms which can protect them hazards, they need work gloves while handling chilled and frozen material. Robbins and Judge (2007) argued that employee engagement level to particular organization is directed by level of care and empathy being shown to them by employer. Unfortunately, issues regarding work gloves and new uniform are showing that line managers of Iceland ltd are ignorant about employee needs. Such phlegmatic attitude is creating distance between employee and employer in the company. However, I took responsibility report employee complaints to managers and worked with manager collaboratively to address the issue. Me and my manager arranged new uniform and work gloves for employees and also encouraged them to communicate to me regarding any other issue that are affecting their motivation level. Acceptance Needs- social needs of individuals to share bonding with peer group, working in team environment and working collaboratively. I used servant leadership model to create environment of knowledge sharing and collaboration among team members. I found that my team members show ignorant behaviour regarding other team members because before I joined as talking shop representative, there were no staff parties or socializing events between members which can help them to know each other. Lack of socializing event was also affecting their performance level while working in the team. I noticed the fact and asked each team members to talk about others for 5 minutes. None of them were able to talk more than 1 minute. In such context, I started conducting informal birthday parties for members and started spending time with them in informal setting. The entire process lasted for six months (July 2011 to December 2011) and at the end of this process, level of collaboration between team members increased manifold and their motivation to work in team got positive boost. In this way, I combined servant leadership style with motivational theories to boost up performance of my team members while working in group and such development helped my enterprise to achieve performance objectives. Esteem Needs- individualistic desire of individuals for getting recognition, credit and accolade for their performance and in my enterprise, such needs of individuals is being addressed by deploying balance scorecard model. Self Actualization- financial hierarchical need of individuals for fulfilling every requirement and desire in life but I failed to find presence of such kind of need among team members in previous organization. Conclusion I have learnt that all the leadership theories cannot be applied at once in any organizational context and similarly team leaders need to use communication and coordination skill tactfully to establish collaborative working environment among team members. I have also learned about practical implication of employees’ motivation that can seriously affect overall productivity level of the team. However, I have found that my communication and leadership skill lacks the penetration to handle large teams with more diversified members. Therefore, I have decided to improve communication skill by participating in more group activities, doing leadership courses and doing role play with peer group. Such recommendation is being supported by arguments presented by Hytti and O’Gorman (2004) and Ramsey (2005). According to these scholars, learners can reflect on their work based learning process and use identified gaps in the learning for further improvement. I have also identified gaps in work based learning and decided to fulfil these gaps by taking mentioned actions. Reference List Armstrong, M., 2009. A handbook of human resource management practice. London: Kogan Page. Brennan, L., 2005. Integrating Work-based Learning into Higher Education: A Guide to Good Practice. Bolton, MA: University Vocational Awards Council, University of Bolton. Flanagan, J., 2000. Work based learning as a means of developing and assessing nursing competence. Journal of Clinical Nursing, 9(3), pp. 360-8. Higgins, D., 2008. Developing practicing managers: managerial learning as a practice in the SME firm. Liverpool: ISBE Conference International Entrepreneurship Conference. Hytti, U. and O’Gorman, C., 2004. What is enterprise education? An analysis of the objectives and methods of enterprise education programmes in four European countries. Education + Training, 46(1), pp. 11-23. Judge, T. A., Ilies, R., Bono, J. E. and Gerhardt, M. W., 2002. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), pp. 765-80. Koontz, H. and Weihrich, H., 2006. Essentials of management. New York City: McGraw-Hill Education. Maslow, A. H., 1943. A theory of human motivation. Psychological Review, 50, pp. 390-6. Ramsey, C., 2005. Narrative: from learning in reflection to learning in performance. Management Learning, 36(3), p. 219. Robbins, S. and Judge, T., 2007. Organizational behavior. Upper Saddle River, NJ: Pearson Prentice Hall. Thompson, P. and McHugh, D., 2002. Work organizations: A critical introduction. 3rd ed. Basingstoke: Palgrave. Wolff, S. B., Pescosolido, A. T. and Druskat, V. U., 2002. Emotional intelligence as the basis of leader emergence in self-managing teams. The Leadership Quarterly, 13(5), pp. 505-22. Wong, C. S. and Law, K. S., 2002. The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13(3), pp. 243-74. Yukl, G., 2009. Leadership in organizations. Global Edition. New Jersey: Pearson Education. Zacharatos, A., Barling, J. and Iverson, R. D., 2005. High-performance work systems and occupational safety. Journal of Applied Psychology, 90(1), pp. 77-93. Read More