THE IMPACT OF EMPLOYEES’ WORKING CONDITION ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF SPORTS DIRECT, UK
SECTION 3
REFLECTIVE REPORT
3.1 Introduction
This section contains a reflection on my experience throughout the time I spent researching on this module. It contains a description of the analytic framework, my knowledge before undertaking this task, the benefits obtained from using the module, and the proficiencies I need to properly apply these leadership theories, strategies, and models in practice. To present an indebt review of my journey through this consultancy task, steps from Gibbs Reflective Cycle Model which appears below, aided my description of the module, evaluation of current understanding and skills in applying the module, analysis of results obtained from the study, conclusions inferred, and future action plan with regards to the module. The reflection also includes my feelings about using the module.
3.1 Description
My initial encounter with the Interpersonal Leadership Module was in my first year of this academic programme. At that time, a series of intense lectures broadened my understanding of different theories, models, and approaches to leadership until the lecturer introduced us to contemporary literature on leadership and advanced leadership models. I was proactively engaged with the courses following my lecturer’s instructions that I collaborate with other students in producing critique articles on given writeups. The lecturer explained these theories using real life samples and students directed to conduct research for individual and group presentations that show their understanding of the module.
To gain a wide knowledge of the complex theories, I sought clarifications on issues raised in class. Asking lots of questions really helped. When I eventually submitted the completed task of leadership theories, models, and approaches, I realized that working in groups, engaging in academic conversations, and following the lecturer’s instructions while managing assignments are necessary for a wonderful learning experience.
3.2 Feelings
My feeling was more of eagerness to grasp the underlying meanings, explanations, and practical use of the module. Anytime we have group presentations, I felt a gush of excitement because the sessions were going to expand my knowledge of the analytical frameworks. Away from the class, I read leadership journals and books, particularly those from Peter G. Northouse. The interest was so intense that I compared myself to a professional consultant, knowing that my existing practical knowledge would be a dependable guide on the global stage.
However, considering that we had to rush the course in only eight sessions, I felt hard-pressed at the initial stage with doubts that nothing meaningful would surface but not when the lecturer increased pace at the third lecture, thwarting my earlier assumptions with previously unknown calmness. My current feeling is that of pride and appreciation for knowledge gained from contemporary leadership issues provided in this module.
3.3 Evaluation
My evaluation of this module as an “exciting piece” stem from the fact that I feel satisfied with the quality of knowledge obtained. My understanding of the leadership theories, approaches, and models as well as their uses boosted the confidence, I need to compete favourably on the world stage. Yet, I acknowledge that a reasonable assessment of my skills requires the practical aspect. Until then, the capacity to review leadership literature will serve as guide in my future academic engagements, particularly the thesis stage of my DBA programme, where I hope to concentrate leadership.
I want to add more knowledge to what I have obtained from Fielder’s Contingency Model and the Leader-Member Exchange Model, especially after applying existing knowledge to improve my interpersonal relationship with staff at my office, where all employees in “Out-group circles” have been integrated into the “In-group.” Obtaining core leadership competencies will aid my practice when faced with the challenge of choosing models that are perfect fits in proffering solutions to specific organizational problems.
3.4 Analysis
Through this study, my ability to blend multi-faceted concepts has improved together with my knowledge of critical assessment of leadership models and critique articles on contemporary leadership thoughts and practical performance. I also learned the importance of interpersonal leadership skills and how individual trainings can affect the success or failure of organizational leaders. These, I believe, will prove useful for my future management accession.
From the Leader-Member Exchange Model, I understood the need for a cordial leader-follower relationship in organizations and how these impacts on the level of trust, confidence, overall productivity, and harmony among employees. One important take-away from this contemporary leadership theories go beyond the traditional thinking which relies mostly on personality, traits, behaviours and are situational.
My writing skills improved following instructions to conduct and present an original research work on leadership and make proper use of citations. These skills will help during the thesis stage of my DBA programme.
3.5 Conclusion
This consultancy research has been exciting and fulfilling although I have a feeling that I could have delved deeper with more questions on areas I have shallow knowledge. Yet, I benefitted so much from class discussions on the module and can be sure that the acquired interpersonal and leadership skills are a lifetime treasure.
3.6 Action Plan
I have acquired foundational knowledge on how to collaborate with unfamiliar models in the future and, in my next research work, I will consult more experienced students and tutors for clarifications, where necessary.
As a starting point, I have made inquiries at McKensey Consultancy, and I am expecting a call-up for part-time engagements that will broaden my practical leadership skills. In addition, I have subscribed for regular delivery of quarterly leadership journals as well as ordered books on leadership to help me stay abreast of current leadership issues around the world.
My next plan of action is to register for a leadership certificate course at Oxford, where I expect to receive extra drills on leadership models, approaches, and theories by November 2018. With these efforts and more, I am sure to achieve my dream of becoming a professional Consultant for organizations someday.
REFERENCES
APPENDIX
Table A shows Results of the Least-Preferred Co-Worker Test for Sports Direct
| Style | Percentage (%) | Style | Percentage (%) |
| Unfriendly | 74 | Friendly | 26 |
| Unpleasant | 69 | Pleasant | 31 |
| Rejecting | 71 | Accepting | 29 |
| Tense | 81 | Relaxed | 19 |
| Cold | 65 | Warm | 35 |
| Boring | 68 | Interesting | 32 |
| Backbiting | 76 | Loyal | 24 |
| Uncooperative | 83 | Cooperative | 17 |
| Hostile | 78 | Supportive | 22 |
| Guarded | 87 | Open | 13 |
| Insincere | 76 | Sincere | 24 |
| Unkind | 78 | Kind | 22 |
| Inconsiderate | 83 | Considerate | 17 |
| Untrustworthy | 86 | Trustworthy | 14 |
| Gloomy | 67 | Cheerful | 33 |
| Quarrelsome | 60 | Harmonious | 40 |
Table B shows the Least-Preferred Co-Work Scale
| Style | Style | ||||||||
| Unfriendly | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Friendly |
| Unpleasant | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Pleasant |
| Rejecting | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Accepting |
| Tense | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Relaxed |
| Cold | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Warm |
| Boring | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Interesting |
| Backbiting | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Loyal |
| Uncooperative | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Cooperative |
| Hostile | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Supportive |
| Guarded | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Open |
| Insincere | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Sincere |
| Unkind | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Kind |
| Inconsiderate | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Considerate |
| Untrustworthy | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Trustworthy |
| Gloomy | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Cheerful |
| Quarrelsome | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Harmonious |
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