8001LEAD A1 Leadership SelfReflection_BILLIRIS

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Leadership (8001LEAD) AQF8 Term 6.5 2023 Nicholas Billiris A002388453 Leadership Self-Reflection Word count: 546 1

Reflecting upon undertaking the Leadership Behaviour Questionnaire (LBQ) in Peter G. Northouse’s “Leadership: Theory and Practice”, this has undoubtedly been an enlightening experience for my leadership. The questionnaire revealed a task score of 46 and a relationship score of 42, which has given me a valuable insight into my own intrinsic leadership style, while also uncover strengths and areas for growth in my future leadership. My previous role as a supervisor at Officeworks revolved around managing repetitive operational tasks such as stock replenishment which shaped my task-focused leadership approach. My rewards system was based off the efficiency of these tasks completed e.g. team members who finished their stock pallet first received an extra ten minutes break. This created a divide amongst certain staff, with some requesting to move to other departments due to this. Owens and Hekman’s (2016) research suggests that managing tasks like this that assist in maintaining operational necessity is what allows task-orientated leadership to achieve efficiency and order. However, the closeness of my task and relationship score suggests that I could cultivate a more balanced leadership style. By developing my emotional intelligence and interpersonal skills (Gulluce et al., 2016), there is an opportunity for me as a leader to understand and relate to teams I am managing on an emotional level, and creating rewards based off team performance not individual. This would aid in inspiring my team and ensure they maintain motivational levels even during repetitive tasks. Reflecting on the LBQ results within my former role at Officeworks, it is clear that I need to integrate more relationship focused strategies alongside my task-orientated approach in future leadership roles. In a broader professional context, these insights have encouraged me to consider being more adaptable in my leadership style by balancing task management with team engagement and morale. A study found that leaders in today’s modern society who adopt a relationship approach tend to have higher team performance and collaboration (Day et al., 2014). Noting this, in my current role as the managing director of a tutoring company, I have started adapting regular one-on-one meetings with tutors and achievement rewards for tutors who are going above and beyond to assist students obtain confidence and academic achievement. These practical strategies are critical in order to evolve as a leader and thus refine my leadership approach. In my precious role, instead of simply managing tasks, there could have been a possibility to undertake regular team meetings which not only emphasised daily tasks but also team well-being. In my current 2

role, adapting regular one-on-one meetings as previously mentioned, has allowed me to address individual team member’s aspirations and challenges. Personalised coaching sessions (Dinh et al., 2014) can assist in fostering a culture of mutual respect and empowerment, and in my future leadership this is a transformational leadership practice I would like to continue to incorporate in my leadership style. In summation, the LBQ results have allowed me to reflect on my leadership style. I must consider a leadership approach that focuses on building relationships with my staff while maintaining the focus on completion of tasks. Reflecting to my broader professional journey, it is clear that a more balanced leadership approach can assist in my staff having more satisfaction, productivity and thus this will overall contribute to organisational success. References Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E. and McKee, R.A., 2014. Advances in leader and leadership development: A review of 25 years of research and theory. The leadership quarterly, 25(1), pp.63-82. Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The leadership quarterly, 25(1), pp.36-62. Gulluce, A.Ç., Kaygin, E., Kafadar, S.B. and Atay, M., 2016. The relationship between transformational leadership and organizational commitment: A study on the bank employees. Journal of Service Science and Management, 9(3), pp.263-275. Northouse, P.G., 2021. Leadership: Theory and practice. Sage publications. 3

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Owens, B.P. and Hekman, D.R., 2016. How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management journal, 59(3), pp.1088-1111. 4

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