Section 1
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I have experienced leadership from both sides, leading and being led. When I have taken the lead, I
have realized that leadership is not just about giving directions; It is about inspiring, guiding, and
making tough decisions. It is challenging but rewarding, especially when people trust and follow
your vision. Being led, I have seen both great leaders and ineffective ones. The best leaders I have
worked under communicated clear goals, empowered their teams, and adapted to challenges. Poor
leadership, on the other hand, often meant confusion, micromanagement, or a lack of direction.
Observing leaders, I have learned that confidence, resilience, and decisiveness matter, but so does
humility and the ability to listen. Reading about great leaders, from business icons to historical
figures, has reinforced that leadership is a balance of vision and execution. The best leaders do not
just command; they create environments where people want to excel.
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Section 2
I believe I learn best when I can combine structured learning with real-world experience. Reading books,
taking courses, and engaging with knowledgeable individuals provide me with valuable insights, but to
the extent I understand it, true learning happens when I apply what I know and reflect on the outcome. I
like to observe, analyse, and adapt, as this helps me make sense of complex ideas. I also believe that I
learn a lot by questioning things, breaking down situations, and figuring out what works and what does
not. When I reflect on my experiences, I notice patterns, understand what could have been done
differently, and use those lessons to improve in the future. In my understanding, leadership follows the
same principle. A leader is not someone who has all the answers from the beginning but someone who
embraces continuous learning and growth. The best leaders I have observed are those who are open to
new perspectives, willing to adapt, and able to learn from both successes and failures. They seek
feedback, reflect on their decisions, and improve with time. I believe a great leader is not defined by
what they already know but by their ability to evolve, learn, and lead with wisdom and adaptability.
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Section 3
What My Leadership Results Show
Based on the results, my leadership style leans toward Facilitative Leadership, with a strong Authoritative
Leadership influence. This means I naturally focus on empowering others, fostering collaboration, and
allowing space for creativity and growth while also ensuring structure, clarity, and decisive action when
necessary. I believe my facilitative side makes me an approachable leader who values teamwork,
discussion, and learning from experiences. However, my authoritative side ensures that I am not passive,
I step in when necessary, set clear goals, and take responsibility for decisions.
Is One Style Better Than Another?
I do not think one leadership style is universally better than another. Each has its strengths and
weaknesses and is more effective in certain situations. Facilitative leadership works well when creativity
and autonomy are needed, while authoritative leadership is beneficial in high-stakes or crisis situations
where quick, clear decisions are required. That said, I see room for improvement in my ability to adapt
my leadership approach to different situations (situational leadership) and encourage broader group
participation in decision-making (democratic leadership).
What Type of Leader Do I Want to Be?
I want to be a balanced and adaptable leader, one who empowers others, listens actively, and
encourages innovation, while also providing clear direction and making decisive choices when necessary.
I aim to develop a leadership style that is strategic, growth-focused, and adaptable to changing
circumstances, ensuring both team success and personal leadership effectiveness.
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Section 4
I believe understanding where I need to improve as a leader requires insights from multiple sources,
each offering a unique perspective on my strengths and weaknesses. Self-assessment tools, such as
leadership questionnaires, give me a structured way to evaluate my natural tendencies and highlight
areas where I might lack balance. However, these are limited to my own perception, which is why
feedback from colleagues, mentors, and peers is crucial, it provides an outside view of how my
leadership is actually experienced by others. Reflecting on past leadership experiences helps me
recognize patterns in my decision-making, showing me what worked, what did not, and why. But
reflection alone is not enough; I also need academic research and leadership theories to provide a well-
tested framework for comparison, ensuring I am not just relying on intuition but learning from proven
principles. Case studies of successful leaders inspire me by offering real-world examples of different
leadership approaches, helping me see how various styles work in different contexts. For instance, I
admire Satya Nadella for his transformational leadership at Microsoft, his ability to shift the company’s
culture toward innovation and collaboration while maintaining strong business growth makes me reflect
on how I can balance both strategic vision and people-focused leadership. Most importantly, real-world
leadership experience, whether through work, projects, or volunteering, exposes my true strengths and
development areas because theory means little without practical application. Finally, mentorship and
coaching from experienced leaders help me navigate challenges more effectively by offering tailored
advice from someone who has already faced similar situations. By integrating these sources, I ensure my
leadership development is well-rounded, intentional, and grounded in both self-awareness and practical
experience.
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Section 5
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To me, leading myself means taking full responsibility for my personal and professional growth. It
is about staying motivated, making intentional decisions, and continuously learning from my
experiences. I believe that self-leadership is not just about discipline but also about having a clear
vision, setting goals, and pushing through challenges without waiting for external direction. It
matters because, in any leadership role, if I cannot effectively manage myself, my time, mind-set,
and actions, I cannot expect to lead others successfully. I see leading myself as an ongoing journey
where I continuously reflect, adapt, and improve based on what I learn from each situation.
One example of my ability to lead myself is my decision to pursue an MSc in Management in the UK.
Moving to a different country required adaptability, resilience, and self-discipline, as I had to manage
my studies, finances, and personal development without external support. Additionally, my goal of
opening a restaurant in the UK has driven me to independently research business strategies, learn
from industry experts, and develop a structured plan for my future business. I do not wait for
opportunities to come to me; I take initiative, set milestones, and hold myself accountable for
achieving them. In team projects, I also demonstrate self-leadership by staying organized, taking
responsibility for tasks, and proactively finding solutions rather than waiting for direction. These
experiences reflect my ability to take ownership of my actions and decisions, ensuring continuous
\ progress in my career and personal growth.
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To me, purpose is having a clear sense of direction and knowing why I do what I do. It is about setting
specific goals that align with my values and working with determination and focus to achieve them. I
believe being on purpose is not just about short-term objectives but about a deeper motivation that
drives me forward, even when challenges arise. It matters because without purpose, it is easy to become
distracted, lose motivation, or feel lost in decision-making. When I am clear about my purpose, I find it
easier to prioritize tasks, stay resilient in difficult situations, and make decisions that align with my long-
term goals. I also believe that leadership is most effective when it is rooted in purpose, as it inspires
others to commit to a shared vision and work towards meaningful outcomes.
One strong example of my ability to be on purpose is my commitment to my long-term goal of opening a
restaurant in the UK. This vision has guided my decisions, from pursuing an MSc in Management to
actively learning about the food industry. I have taken deliberate steps to build the necessary skills, such
as researching restaurant operations, understanding market trends, and networking with professionals
in the field. In my studies, I remain focused on courses and projects that align with my entrepreneurial
goals, ensuring that my learning is purposeful. Additionally, in team projects, I always work towards a
clear objective, ensuring that my contributions align with the end goal. Whether in academics or
professional settings, I stay committed to turning ideas into reality with clear planning and
determination, which demonstrates my ability to be on purpose.
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To me, power is the ability to influence, take action, and make things happen. It is not just about authority
but about the ability to bring people together, create change, and achieve meaningful goals. I believe
power comes in different forms, knowledge, confidence, relationships, and decision-making, and how it is
used determines whether it is constructive or destructive. Leadership power, in my understanding, is
about guiding, motivating, and inspiring others rather than controlling them. It matters because, without
power, nothing moves forward, and without the right use of power, leadership can become ineffective or
even harmful. I think wise leaders understand how to balance power, when to use it, and when to share it
to create a positive impact while maintaining trust and credibility.
One strong example of my ability to use power effectively was when I led a group project with conflicting
opinions. The team was stuck in disagreement, and progress was slow. I took the initiative to mediate
discussions, clarify roles, and ensure that each member's strengths were utilized effectively. Instead of
imposing decisions, I used persuasion and strategic thinking to align everyone towards a common goal.
Another instance was when I took charge of planning an event, ensuring smooth coordination between
different teams and external vendors. By stepping up, making confident decisions, and managing
relationships effectively, I was able to turn a chaotic situation into a structured plan. These experiences
highlight my ability to exercise power in a way that fosters collaboration, efficiency, and results.
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Practice 4 Risk
What does risk mean to you – what is it and why does it matter?
To me, risk is the uncertainty that comes with making decisions, stepping into new opportunities, or taking
action without having full control over the outcome. Some risks are calculated and necessary for growth,
while others can lead to negative consequences if not managed properly. I believe risk matters because
without taking risks, there is no progress, whether in leadership, business, or personal development.
However, it is not just about taking risks but understanding, assessing, and preparing for them wisely.
Effective leaders are those who know how to balance caution with bold decision-making, ensuring that risks
lead to new possibilities rather than unnecessary failures. I see risk as something that can be managed, not
avoided, and developing the ability to handle risk well is an essential leadership skill.
What evidence would you give, for example in a job application or interview, of your ability to live with risk?
A strong example of my ability to manage risk was my decision to move to the UK to pursue my MSc in
Management. Leaving my familiar environment and taking on the financial, academic, and personal
challenges of relocating was a major risk, but I saw it as an opportunity to grow. I managed this risk by
planning carefully, researching my options, and preparing for potential challenges. Another instance was
when I took the initiative to lead a team project with limited information, where I had to make decisions
without knowing all the variables. I navigated the uncertainty by gathering input from my team, analysing
potential risks, and making the best decision possible with the available data. These experiences prove
that I am comfortable taking risks when necessary, adapting to uncertainty, and finding solutions to
navigate challenges effectively.
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To me, asking challenging questions is about thinking critically, exploring deeper insights, and not accepting
things at face value. It means questioning existing ideas, processes, and assumptions to find better solutions
and innovative approaches. I believe challenging questions are essential because they drive progress, spark
creativity, and uncover hidden biases. In leadership, this practice is crucial because it ensures that decisions
are not made blindly but are backed by logic, facts, and diverse perspectives. Asking the right questions can
also help teams refine their strategies, challenge outdated methods, and adapt to change more effectively.
However, I also recognize that challenging questions need to be constructive, it is not just about criticizing
but about finding ways to improve and move forward.
One example of my ability to ask challenging questions was during a course related business strategy where I
questioned whether traditional market analysis methods were still relevant in the age of AI and big data. My
inquiry led to a valuable discussion where the team explored more modern, data-driven approaches to
market research. Another instance was in a team project where we were following a standard project plan,
but I questioned whether a different workflow would save time and resources. This led the team to rethink
our approach, and we ended up implementing a more efficient system. These experiences show that I am
not afraid to challenge existing ideas when I see potential for improvement, and I believe that by asking the
right questions, I contribute to better decision-making and innovation.
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To me, facilitation is about enabling people to work together effectively by creating an environment where
collaboration, communication, and shared understanding thrive. It is not about controlling a discussion
but about guiding it in a way that helps everyone contribute meaningfully. I believe a good facilitator
ensures that every voice is heard, ideas are exchanged openly, and tasks are completed efficiently.
Facilitation is essential because teams function best when they are empowered to solve problems
together rather than relying on one leader to dictate every step. In leadership, facilitation matters because
it builds trust, improves teamwork, and drives better decision-making. It also encourages a culture of
shared responsibility, where individuals feel more engaged and motivated to contribute.
One example of my ability to facilitate was during a group project where members struggled to align on a
clear direction. Instead of letting the discussion become chaotic, I stepped in to structure the conversation,
encourage input from quieter members, and help the team reach a consensus. By ensuring that everyone
had a voice, the team was able to agree on a plan and move forward efficiently. Another example was
when I organized a meeting to resolve a conflict between two colleagues who had differing opinions on a
project approach. I facilitated the discussion by helping each person express their concerns, identifying
common ground, and guiding the team toward a compromise. These experiences demonstrate my ability to
bring people together, improve communication, and create a productive team environment.
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To me, networking is about building meaningful connections with people who can provide knowledge,
insights, and opportunities. It is not just about meeting new people but about creating long-term
relationships that are mutually beneficial. I believe networking matters because it expands access to
new ideas, professional opportunities, and valuable advice that I might not find on my own. In
leadership, networking plays a key role in influencing, collaborating, and staying informed about
industry trends. A strong network provides support during challenges and opens doors to resources
that help drive personal and professional growth. I also think networking is not just about professional
gain, it is about building trust and adding value to others.
What evidence would you give, for example in a job application or interview, of your ability to network?
One example of my ability to network effectively was when I attended a business networking event to
connect with professionals in the hospitality industry. Through these connections, I gained insights
into restaurant management, which helped me refine my business idea. Another example is how I
have built relationships with professors and classmates in my MSc program, which has given me
access to valuable academic and career opportunities. Additionally, I have reached out to
entrepreneurs and business mentors to seek advice, showing that I take initiative in expanding my
professional circle. These experiences demonstrate my ability to build strong networks, maintain
meaningful relationships, and leverage connections for personal and professional growth.
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Section 6
Prioritising your leadership practices
Leadership Practice Importance for my How good I think I am My priority for
future work: now at this: development:
from 1 (low) to 4 (high) from 4 (low) to 1 (high) multiply columns 1 and 2
1. Leading Myself 4 2 8
2. Purpose 4 1 4
3. Power 4 2 8
4. Risk 3 2 6
5. Challenging Questions 3 1 3
6. Facilitation 4 2 8
7. Networking 3 2 6
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Section 7
Skill/ Attribute Why important?
Justification must be based on and supported by academic reading
Emotional Goleman (1998) argues that emotionally intelligent leaders build strong relationships,
Intelligence (EI) foster team collaboration, and enhance workplace motivation. High EI is crucial in
managing diverse teams and maintaining a positive work culture.
Digital Literacy With the rise of AI, big data, and automation, leaders must understand digital tools to
make informed decisions and drive digital transformation (Westerman et al., 2014).
Digital literacy is essential for staying competitive in the modern economy.
Ethical Leadership Ethics and corporate social responsibility (CSR) are increasingly influencing business
success. Brown and Treviño (2006) emphasize that ethical leaders build trust, enhance
company reputation, and ensure long-term organizational sustainability.
Strategic Thinking Leaders need to anticipate future trends, make long-term decisions, and align
business objectives with market shifts (Porter, 1996). Strategic thinkers drive
innovation, manage risks, and create sustainable growth for organizations.
Resilience and Crisis In a world of economic uncertainties and crises (such as pandemics and financial
Management downturns), leaders must be resilient and capable of crisis management (Boin et al.,
2013). Strong resilience helps leaders stay composed under pressure and guide
organizations through challenges.
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Section 8
Personal future action plan
Specific Measurable Achievable Relevant Time-Bound
What will I seek to do to develop this? What resources/capabilities Reason for choosing this?
Focus area needed to achieve this goal? Target date to
How will I evidence I have developed?
NB justification based on develop identified
What is my Am I able to commit to and supported by goal?
How will I know if it is accomplished?
Development goal? accomplishing this goal? academic reading
Enhance Self- Track my daily productivity and self-discipline Use time management apps, read Effective self-leadership 6 months
Leadership (Taking through a planner or digital tool. Reflect weekly books on self-leadership, and seek ensures I remain focused,
initiative & managing
time efficiently) on improvements. mentorship. Stay accountable through adaptable, and capable of
peer feedback. handling responsibilities in a
leadership role.
Develop Strategic Engage in case studies, business simulations, and Enrol in business strategy courses, Strategic thinking is critical 12 months
Thinking strategic problem-solving exercises. Measure read books by leaders like Michael for making long-term
progress through real-world application. Porter, and apply concepts in business decisions and
academic and professional settings. adapting to changing market
conditions.
Improve Decision- Record decision-making scenarios where I take Take on leadership roles in group Leaders must take 9 months
Making Under Risk calculated risks. Evaluate outcomes and learn projects, participate in business calculated risks to drive
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from failures. competitions, and seek mentorship business success and
from experienced entrepreneurs. innovation.
Expand Networking Attend at least three industry networking events Join professional groups, attend Networking expands 6 months
Skills industry conferences, and actively business opportunities,
and connect with professionals on LinkedIn.
engage in discussions with peers and provides mentorship, and
Track growth in professional relationships. mentors. enhances career growth.
Strengthen Lead at least three team discussions or Participate in leadership training Effective facilitation fosters 8 months
Facilitation Skills programs, practice public speaking, teamwork, ensures smooth
workshops. Gather feedback from participants
and refine conflict resolution skills. communication, and
on my effectiveness. enhances problem-solving in
leadership.
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References
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