Application of Leadership Skills
Application of Leadership Concepts
When faced with challenge of conflicting timing, my team tried to use the negotiation process to negotiate with our client. We offered incentives like planning activities to entertainment them between their clients dismissal time and the time the youths could come and we focus on meeting their needs which was the lack of transport, by offering to finding alternative transport.
My team and I displayed two out of five personalities in the big 5 model during our crisis. They were surgency and openness to experience. After our client pulled out, we had high-energy level and determination in finding another organisation to work with us. For example, we sourced and called many other organisations. In addition, we were also flexible and intelligent in tweaking our original project and coming up with alternative ideas to solve the problems we were facing. For example changing a day event to a night event because the youths were only able to execute the project in the evening.
When coming up with alternative solutions and back-up plans, my team adopted the message-receiving process in which we listened to everybody’s suggestions, analyse them critically and shared honest feedback on the feasibility of each other’s ideas. This proved that the team did not group think. Throughout the process, we bared in mind the need to be open to feedbacks and criticisms, which allowed us to be more effective. Although there were functional conflicts during the process, the leader and the rest of the members would act as the mediator where collaboration instead of avoiding, competition and accommodating is encouraged.
We are a self-managed team. This is evident when we share and rotate leadership responsibilities in the different areas. For example, some people was in charged of communications with external organisation, while others where in charged of administrative matter.
My team was generally effective as a group in solving the
When faced with challenge of conflicting timing, my team tried to use the negotiation process to negotiate with our client. We offered incentives like planning activities to entertainment them between their clients dismissal time and the time the youths could come and we focus on meeting their needs which was the lack of transport, by offering to finding alternative transport.
My team and I displayed two out of five personalities in the big 5 model during our crisis. They were surgency and openness to experience. After our client pulled out, we had high-energy level and determination in finding another organisation to work with us. For example, we sourced and called many other organisations. In addition, we were also flexible and intelligent in tweaking our original project and coming up with alternative ideas to solve the problems we were facing. For example changing a day event to a night event because the youths were only able to execute the project in the evening.
When coming up with alternative solutions and back-up plans, my team adopted the message-receiving process in which we listened to everybody’s suggestions, analyse them critically and shared honest feedback on the feasibility of each other’s ideas. This proved that the team did not group think. Throughout the process, we bared in mind the need to be open to feedbacks and criticisms, which allowed us to be more effective. Although there were functional conflicts during the process, the leader and the rest of the members would act as the mediator where collaboration instead of avoiding, competition and accommodating is encouraged.
We are a self-managed team. This is evident when we share and rotate leadership responsibilities in the different areas. For example, some people was in charged of communications with external organisation, while others where in charged of administrative matter.
My team was generally effective as a group in solving the