Blog 4: My development as a leader

I finished my bachelor degree in civil engineering from The University of Jordan, and started working in my family’s contracting company, as I mentioned in Blog 1. my first project was a small one sense I was a fresh graduate in a newly formed small telecommunication department. So I was responsible of around twenty unexpressed employees, so unconsciously we started to work and set methods by the trail and error way, that created a family environment with each one contributes in the leadership of the group work under my knowledge and consultant. In this Phase I experienced the Democratic leadership style, where the power is spread within the group not only the leader, and functions of leadership is also spread. On the other hand my own assessment after studying a module about leading in a changing world in my MBA studies, was on my leading skills using Fielder’s contingency model was IV which elaborate that my leader-member relation is good, tasks were unstructured, my leader position power is weak, that puts me in the middle of favorable unfavorable characteristic for a leader. In addition of practicing three of Yukl’s guidelines: express confidence in followers, use dramatic actions and leading by example (Mullins,Christy, 2016: 311).

After three months I was satisfied with the experience and knowledge that I earned, and I asked to transfer me ta a much harder and more challenging project as I was feeling confident after i took my first steps successfully as a leader in this field. my wishes were granted and went to one of the hardest projects that the company faced, a small to midsize project, it was constructing a smart-fence between The Syrian-Jordanain border. the project was facing all kind of challenges, from security because of the dangerous area to the logistic of the project site which is a dead zone in the middle of nowhere, adding dealing with the army and their strict guidelines and the lack of communication of the 60 workers whom are spread over 20 kilometers that I was the only engineer in the project with the one of the only three allowed cellphones. this one year experience forced me to try the Authoritarian leadership style, that can be explained because the teams were spread, thus hard to control and manage so applying authority was my solution and dividing specific tasks and scenarios to counter problems in an strict guideline between teams, was the most efficient way. That leads us to Fielder’s contingency model as I analyzed my performance for good leader-member relation, structured tasks and strong leader position with is number on the scale and the most favorable for a leader. Regarding Yukl’s guidelines I manly experienced articulating  and explaining a clear and appealing vision and acting confidant with optimistic attitude.

These two different experiences I had, combined with leadership practices and knowledge gained during my MBA study. my leadership style between the 7 styles according to Harvard Business Review by Rooke and Torbert (2005) is between two styles one is an alchemist which is the ability to reinvent and renew ourselves as leaders while dealing with challenges on all kind of levels and the strategic, they are a highly effective change agents and they deal with the ability to share vision that encourage personal and organizational transformation.

To pin point my strengths, I am highly adaptable and open to self and others criticism, I have meetings with CEOs and deal with workers easily in the same day. i have no problem putting more effort than anyone in the team to lead by example as this is one of the future leaders traits in my belief according to my analysis in Blog 2.

Weaknesses, we all have them and the lucky one is who knows them, I found my first and obvious weakens is the lack of expert power, which is to have expertise in a specific area that is my field in contracting and infrastructure (Mullins,Christy, 2016: 330). motivation which a lot of times need to be refilled and i did not yet found the perfect long-lasting fuel. excess of sympathy is an disappearing weakness that I am working on.

As any ambitious leader I have an ever-changing development plan, which is for know to use my self revision to manage and control my wavering motivational power, which is by trail and error and I am positive that I’m closer to the solution more than ever, eager to face my next inner challenge. Sympathy have to be managed not demolished because it is an essential trait fro leaders. and these weaknesses, strength and personal characteristics do inflects on my studies as will in my personal life, by using there knowledge I will learn to systematize my thinking in a will established manner by using theories and concepts, and experiences that I am eager to go throw during my studies.

 

References

 

Mullins, L., 2016. Management & Organisational Behaviour. 11th ed. Edinburgh Gate: Pearson.

Rooke, Trobert. 2005. Seven Transformations of Leadership. [ONLINE] Available at: https://hbr.org/2005/04/seven-transformations-of-leadership. [Accessed 8 January 2019].

 

 

 

2 thoughts on “Blog 4: My development as a leader”

  1. Thank you for your questions,
    Yes, it took me time to analyze my self based on feedback t got from my classmate and my colleagues at work, and i put my self between two categorize because i think I’m in a transitional phase, which according to Rooke and Torbert (2005) “The most remarkable—and encouraging—finding from our research is that leaders can transform from one action logic to another.” so they are seven styles and i think I,m transferring from strategic to an alchemist.

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