Please proof read the critical evaluation essay below and provide feedback if it captures all these areas.

1. Are the sourcing and in text citation done correctly?

2. Does the source material in the citations and referencing of this essay shows engagement with the reflective material, and assist in structuring the authours reflection on their practice.

3. Does the author of this essay positioning show what they have learned and how this have developed their leadership practice personally.

4. Are there any spelling or grammatical errors?

5. Does the essay present acoherent synthesisof the authours own capacity to lead and develop others based on their analysis of their own leadership style?

6. The purpose of this assessment is to assess the authours ability to employ concepts and theory from the field of leading and developing people in the analysis of their own experience inbuilding high-performance individuals and teams within their own organisation. Was that achieved?

7. Any sugguestions for improvement?

Managing Self and Personal Development (Critical Action Learning and Understanding Leadership Development)

Over the past few weeks, my leadership practise has evolved significantly as I engaged in critical reflection and explored different approaches to leadership. Initially, my view of leadership was primarily influenced by transactional and transformational styles, with a preference for transformational leadership due to its ability to drive long-term success (Magyar & Nehrin, 2017). As a sales manager, I found that transformational leadership was more effective in motivating my team to exceed targets and cultivate strong client relationships. However, I now realise that leadership is a far more complex endeavour, requiring critical self-reflection to gain deep insight into myself and my team (Cunliffe, 2016; Day & Harrison, 2007).

After the first online workshop with my peers, where we discussed the De Bono thinking styles, I immediately recognised the value of incorporating multiple perspectives. One particular instance comes to mind when we were faced with a challenging client situation. Previously, I would rely solely on gathering information and presenting logical arguments to address such situations. However, armed with the insights from the workshop, I decided to approach the problem differently. I gathered my team members for a brainstorming session, encouraging them to wear different thinking hats. By considering the emotional responses and creative alternatives brought forward by my team members, we were able to devise a more comprehensive and empathetic approach to resolving the issue. This experience not only led to a positive outcome with the client but also fostered a stronger sense of collaboration and trust within the team.

This realisation has also transformed my understanding of Critical Action Learning. I now recognise it as a valuable tool for encouraging diverse perspectives and facilitating creative problem-solving within teams (Marquardt, 2011). By incorporating the different thinking hats, Critical Action Learning enables leaders to make more informed decisions by considering all aspects of a situation (De Bono, 1985). Moreover, I have come to understand that Critical Action Learning involves reflecting on experiences and taking proactive action to improve outcomes (Marquardt, 2011).

As a leader, I understand the importance of proactively identifying areas for improvement and taking action to enhance performance. To achieve this, I engage in ongoing development, actively seek feedback, and implement necessary changes based on that feedback (Edmondson, 2019; Pedler, Burgoyne, & Brook, 2013). For instance, in response to feedback received, I implemented weekly team meetings to improve communication and sent two team members to a sales strategy workshop to strengthen their skills. In addition to these actions, I ensure that my team members are aware of my expectations and support them in meeting them. Furthermore, I regularly provide opportunities for my team members to develop their skills and knowledge through training sessions and mentorship programmes. This not only benefits them individually but also contributes to the overall success of the team and organisation. By prioritising ongoing development, seeking feedback, implementing necessary changes, setting clear expectations, and providing support and opportunities for growth, I strive to create xx positive and productive work environment for my team.

Leadership Theory and Practice (Culture and High Performing Teams)

Additional, it was through exploring organizational culture and its relationship to leadership that I gained crucial insights shaping my leadership practice. One key realization was the significant role organizational culture plays in shaping employee behaviour, attitudes, and outcomes (Cameron & Quinn, 2011).

Understanding the clan culture present in my organization, characterized by collaboration and high morale, has fostered a welcoming environment and team cohesion (Cameron & Quinn, 2011). Nevertheless, integrating the clan culture with the hierarchy culture, which emphasizes stability and control, has presented challenges in balancing flexibility and formal processes.

To address these challenges, I sought insights from Denison and Mishra's (1995) research, which highlights aligning culture with organizational goals to achieve high performance. For example, the clan culture supports innovation, but too much flexibility may compromise efficiency. As a result, I established a controlled culture by implementing values and protocols to guide employee behaviour, ultimately optimizing departmental performance.

Moreover, theresponse to my post from the week fourdiscussions forum with myinstructor and peers prompted me to consider how staff may struggle with the controlled culture, which balances clan and hierarchy cultures (Cameron & Quinn, 2011). For instance, some employees accustomed to the clan culture may feel constrained by new rules and procedures. In response, I devised strategies such as open communication and training to help staff navigate cultural expectations, thereby minimizing tensions and maintaining high morale.

Furthermore, recognizing my strengths in open dialogue and clear communication, I aimed to leverage these qualities to implement a controlled culture by fostering transparent discussion and feedback channels. For example, in the weekly team meetings I implementedI alsoconducted open forums where staff could voice concerns about cultural changes and provided clarification on new policies and values to ensure consistent understanding. These strategies were effective in facilitating adaptation to the controlled culture.

As I reflect on my leadership journey, I have gained valuable insights into managing organizational challenges by aligning culture with performance goals and navigating cultural diversity. However, there are opportunities for continued progress. For instance, I could improve my cultural intelligence by engaging more with diverse groups to enhance my understanding of varying perspectives. I also aim to develop staff by creating mentorship programmes and cross-cultural training.