Reflections on leadership styles and

leadership development
Word count 3,010 words

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Abstract
Learning without reflection is just like building castles in the air. This is why
advanced learning requires that learners reflect on their experiences in the
form written reflective report. This report is a reflection on different
leadership styles as well developing a leadership development plan with
details of resources required to achieve in specific, measurable, realistic and
timely manner. It has been observed that though different leadership styles
exist, there is no size fits all therefore flexibility is required. Leadership
development is essential for aspiring leaders. This can be achieved through
trainings and mentorship with the support from the management and a well
curated action plan. As organizations work to cue into the sustainable
development Goals of the United Nations, there is need for them to embed
leadership development into their entry level and mid-level staff to ensure that
they are not caught unawares with the dynamics of talent crunch that makes it
difficult to prepare for transitions when the need arises.
Keywords: Leadership, mentorship, Kolb model, Boud reflection model,
training, Gantt Chart

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Table of Contents
1. Introduction....................................................................................................3
2. Reflection models...........................................................................................3
2.1. Reflections on transformational leadership..............................................4
2.1.1. What is the description of the event?.................................................4
2.1.2. What is the Analysis if the Event?.....................................................6
2.1.3. What is my cause of action now?......................................................6
2.2. Reflections on autocratic leadership........................................................7
2.2.1. Ideas before undertaking this course.................................................7
2.2.2. Removing obstructive feelings..........................................................8
2.2.3. Change in behaviour and commitment to action...............................8
2.3. Reflection on Transactional Leadership...................................................9
2.3.1. My experience in transactional leadership style research................10
2.3.2. Reflective observation.....................................................................10
2.3.3. Abstract conceptualisation...............................................................10
2.3.4. Active experimentation....................................................................11
3. Leadership development plan.......................................................................11
3.1. Activities to support personal development plan...................................12
3.2. Appreciating leadership skill sets.......................................................12
3.3. Appreciating resource requirements...................................................12
3.4. Obtaining management consent and support......................................12
3.5. Agreeing leadership development project scope with a mentor.........13
3.6. Leadership Development Program Project time table........................13
4. Conclusions..................................................................................................14
References...........................................................................................................15

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 1. Introduction
Leadership has arisen as a significant academic and applied field of
management discipline; having interconnection with several academic field
such as psychology, sociology, and history with wide applications in real life
such as at workplaces, family, and the society in general which consequently
necessitates combination of knowledge with experience (Iain & Judy, 2001). In
the study of leadership and leadership development, there is always a need for
learners to reflect upon their experiences to deepen their knowledge to become
aligned with experiential learning because reflection provides opportunity for
students to blend theory with practice (Karen, 2017). Even as learners reflect
upon their experiences while applying their new found knowledge into practice,
their have become the need for further development through different efforts so
as to sustain and improve on their future value creation in the society through
proper adaptation and inclination of which this forms the basis for higher
education (Fazilet & Uğur, 2021). It is on the heels of ensuring that the
knowledge I have acquired in the leadership development module of my
Masters degree program of the Teesside University, the UK remains evergreen
in my memory that I have found time to reflect upon the leadership styles and
my plan for further leadership development that this piece have been curated
adopting the reflective models for each leadership style.

2. Reflection models
Several researchers and psychologists have developed models to guide learners
on how to document their reflections as an enabler of retentive memory which
can aid actionable plans for future development such as Dewey, Schon, Kolb,
Boud and Driscoll models (University of Southampton, 2023; University of
Nottingham, 2023). This paper applies different reflective models to underpin
different leadership styles which I have studied in this module.

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 2.1. Reflections on transformational leadership
In my quite time, I took time to reminiscent on transformational leadership. It is
evident that transform has already occurred in me because I am new to the real
thing about distinguishing management and leadership which was something
that was alien to me before undertaking this module (University of Arizona,
2023). The Driscoll What Model can enable me tell my story as I intend to
discuss what changed in my understanding of leadership, what changed and
how I am going to carry on developing my skills and applying them for value
creation as depicted in Figure 1 below:

Source: (University of Northampton, 2019)

Figure 1- Driscoll Reflective Model for Clinical Practice

2.1.1. What is the description of the event?

Once upon a time, I did not know that leadership can bring about transformation
in organizations particularly for those organizations that takes sustainable
businesses seriously. But having gone through the leadership development
module of this program, I am now aware of such dimension in management.
Firstly, it was unthinkable to me before now that a leader can achieve business

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turnaround without even involving much cash outlays in form of payment of
wages and other perks to its staff but just from the manner in which the
employees are motivated with intrinsic benefits such as recognition and positive
mental health to achieve organization objectives in the manner in which Steve
Jobs turned around the fortunes of Apple Inc when he took over as the CEO or
is it how Elon Musk brought about innovation that has led to revolution in
electric vehicles which is making waves all over the world in line with the
achievement of the United Nations Sustainable Development Goals No 11
(Howard, 2013; Fiona, 2013; Palsgaards, 2018). While Steve Jobs capitalized
on his motivational instinct to lead the staff at Apple to work towards
challenging the status quo in the mobile phones industry, Elon Musk broke the
records by upgrading the status of electric vehicles globally thereby helping to
fight climate change which is in line with environmentally sustainable
sustainability being championed by the United Nations through its sustainable
Development Goals as depicted in Figure 2 below:

Source: (Palsgaards, 2018)

Figure 2- The UN Sustainable Development Goals

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 2.1.2. What is the Analysis if the Event?
Transformational leaders are those that causes unexpected change in the society
through innovation; achieving this with a blend of their charisma, cooperation
with employees and risk taking to achieve the unbelievable through destructive
innovations (David, 2021; Oroszi, 2020). This abounds in almost every aspect
of life as exemplified by Steve Jobs in the mobile phone and computing world
while Elon Musk showcased same in the automobile industry. But while this is
the case, what endears me and also surprises me is that these two men did what
the world wanted particularly the electric vehicle evolution because at the
moment the world is facing the problem of climate change and it has been
suggested that vehicles that use fossil fuel are no longer sustainable because
they cause pollution (Linda, 2019; Sudjoko, et al., 2021). As for Jobs, this man
led Apple Inc to become the toast of the computing world by integrating music
and photographic into mobile devices that has led to the death of other
companies that were producing these devices on standalone basis thereby
supporting environmental sustainability too (Katherine, et al., 2012; Akhil,
2023). All these attributed to these transformational leaders underscores why I
have now been transformed on my own as an individual who has had a change
of leadership philosophy having been immersed with a wealth of exposition
from this module.

2.1.3. What is my cause of action now?

Having been exposed to the intricacies of transformational leadership, I am
poised to put theory into practice. Before now, I had always felt that leadership
is all about dishing out commands to junior colleagues. But hey, I am going to
be thinking outside the box to see areas through which I can cause disruptions
that could elevate the services and products that I deal upon to gain competitive
advantage through embedding features in them that visibly solve existing
societal problems. This I know I can now achieve by bringing closer my

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followers to galvanize physical and mental effort to achieve this (University of
Arizona, 2023).

2.2. Reflections on autocratic leadership

I hereby reflect on autocratic leadership through the application of Boud (1985)
Reflective model as depicted in Figure 4 below:

Source: (Mark, et al., 2018)

Figure 3 - Boud Reflective Model

2.2.1. Ideas before undertaking this course

Ordinarily, autocratic leaders are seen to be bad ones because of their
dominance over their followers but his has been proven wrong by empirical
studies to my surprise during the period I navigated the leadership module of
my Master degree program (Ebrahim, 2018). On the basis of my widely held
belief before, I had written off autocratic leaders until I became aware of what
positive achievements autocratic corporate leaders have achieved. This they
have been able to achieve because the autocratic leader relishes some of the
chains of command in an organization and ensures quick and modest decision
making which in most situations supports the idea of lean management and cost
savings (Emily, 2019). Through my research on leadership, I have come to
identify up to five leaders who had been attributed to autocratic style of
leadership and yet they were able to run successful business, one of them is

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Leona Helmsley while even Elon Musk and Steve Jobs were also included not
forget Donald Trump (Emily, 2019).

2.2.2. Removing obstructive feelings

While it may be widely held that autocratic leaders are bad leaders, there are
several good things to attribute to them as their tendency to run lean
organizations brings to the fore the advantages of unstructured organization
which has demystified the myth of climbing organizational ladders which
sometimes leads to exit of quality talents who may not be willing to be patient
to get to where the aspire to be thus leading to loss of potential future leaders.
The leadership style of Brian Chesky at Airbnb has also defied the myth that
autocracy is bad as the company continues to soar to greatness amidst criticisms
that autocracy is bad (John, 2019). If not for undertaking this module which
threw up my research into the leadership styles of most global organisations, I
would not have known that even in autocratic environments, there are still
tendencies for successful business to be incubated and nurtured to success.
While emotions may drive decision making in non-autocratic environments, the
autocratic leader focuses on achieving gaols without minding whose ox is gored
but it is advisable that this should be in an ethical manner.

2.2.3. Change in behaviour and commitment to action

Having gone this far in digging deep into leadership styles, I have now come to
the conclusion that whilst a phenomenon may be see in the outer circle to be
bad, a leader is supposed to lead with purpose. When the purpose is to achieve
sustainable businesses, then any style of leadership that can enable the
achievement of this objective should be pursued. For example, even as Elon
Musk is driving innovative effort to achieve environmental sustainability
through mass production of electric vehicles, his style of leadership is a blend of
transformational and autocratic yet Tesla is growing from leaps to bounds both
financially and as a good place to work. Who says that autocracy is bad?

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 2.3. Reflection on Transactional Leadership
The Kolb four-stage learning cycle involves concrete learning, reflective
observation, abstract conceptualization, and active experimentation; effective
learning is accomplished when a learner advances through each stage
sequentially or non-sequentially (Cumbria, 2020; Elizabeth & Diane, 2010;
Paul, 2009). In practice, reflection can be based on just one of the four elements
of the cycle (Cumbria, 2020; Paul, 2009). This piece is based on the reflective
observation element of the Kolb cycle.

Source: (ISC Medical, 2019)

Figure 4 - The Kolb Reflection Cycle

The model is widely applied in reflective experiential learning in many sectors
including leadership studies not only because it offers prospects for students in
leadership programs to discover active actions against leadership tasks, but it
also has multiplicative influence as a reflective device for leadership program
facilitators (Elizabeth & Diane, 2010; Paul, 2009).

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 2.3.1. My experience in transactional leadership style research
Transactional leaders are those who set out to achieve organisational goals
through a carrot and stick approach (Maria & Daniel, 2021; Kwasi &
Emmanuel, 2016; Hoffman Reed, 2023). Followers are rewarded for good
actions and punished for not meeting targets or performing below expectations
(Hoffman Reed, 2023; Kwasi & Emmanuel, 2016; Maria & Daniel, 2021). This
has been the only thing I knew about leadership before I encountered this
module. I was also sure that many others know about transactional leadership
more than other leadership styles but to my own peril because transactional
leadership have been proven to be traditional in nature and may not be effective
in large organisations (Hoffman Reed, 2023; Maria & Daniel, 2021).

2.3.2. Reflective observation

I observed that many corporate leaders have successfully navigated their
organisations to the right part through transactional leadership but not with
rewards rather mostly through punishments which mostly puts their followers
under uncertainty (Hoffman Reed, 2023). Henry Ford is a transactional leader
that propelled Ford Motors to greater productivity and profitability by ensuring
the staff adhere to company’s plans and get reprimanded when targets are not
achieved (Hoffman Reed, 2023). This calls my attention to the
misunderstanding that transactional leaders mostly depend on rewards to
achieve organisational objectives.

2.3.3. Abstract conceptualisation

Given that I have been proven wrong in my beliefs that rewards may not be the
only approach to effective transactional leadership, I still argue that it remains a
better approach if applied in a modified manner to suit an organisation’s
circumstances (Kwasi & Emmanuel, 2016). I can design a reward system that

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will be intrinsic other than extrinsic in nature so strike a balance between cost
and benefits however the employees must be involved when these decisions are
taken (Kwasi & Emmanuel, 2016; Hoffman Reed, 2023; Emily, 2018). Simply
appreciating followers meet targets in a corporate event can be rewarding than
even financial pay; ensuring that promotions are awarded based on achieving
targets will inspire followers than using number of years in employment as a
benchmark (Kwasi & Emmanuel, 2016; Hoffman Reed, 2023; Emily, 2018;
Bernard, et al., 2003).

2.3.4. Active experimentation

Even as I am member of the executive committee of a non-governmental
organisation that is working towards achieving a green city in my country, I
have come to advise my team members on my willingness to design a reward
system for our volunteers on Tree Planting Campaign which is based on
quantity and quality of output other than number of hours spent on project sites
(Bernard, et al., 2003; Hoffman Reed, 2023; Emily, 2018; Kwasi & Emmanuel,
2016). The execution of this proposal will be based on a data drive approach in
which even the volunteers will be able to contribute when the model will be
developed (Emily, 2018; Hoffman Reed, 2023).

3. Leadership development plan

As I have identified that leaders are made and not borne which has laid to rest
the argument that has subsisted for centuries, it is then pertinent on me to
appreciate this fact with the intent of continuously developing my leadership
skills to meet the challenges of improved organizational performance in my
future career (Justin, 2015; Michael, 2019; Ihorindengera & Ramkumar, 2018).
I am poised to become a maestro in adopting in a blend of natural traits and
leadership skills gained through the understanding of leadership theories to
build sustainable business portfolios while creating an environment of trust

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between employees and management (Ihorindengera & Ramkumar, 2018;
Justin, 2015; Michael, 2019; Whitney, 2023).

3.1. Activities to support personal development plan

It is determined that my leadership development plans involve establishing a
project to achieve my aim within a defined time frame through the investment
of resources and networking through mentoring (Whitney, 2023).

3.2. Appreciating leadership skill sets

Aspiring leaders must participate in activities that makes up a good leader such
as communication, delegating, motivating, innovation and creativity, flexibility
and resilience, and team bonding (Heather, 2019). Ultimately these skills can be
acquired by engaging in continuous learning through attendance in seminars,
trainings, conferences, enrollment into leadership development professional
programs and seeking advice mentorship (Michael, 2020).

3.3. Appreciating resource requirements

All these involve planning because financial support and managerial support is
required (Michael, 2020). The good news is that these trainings can be accessed
online to create opportunity for me to develop myself through learning while
also remaining on the job making my proposal aligned with experiential
learning (Harvard Business School Online, 2023; Intelligent, 2023). While there
are many physical and online training platforms through Leadership Continuing
Education can be achieved, I will take my time to consider factors that define
my circumstances to make a realistic choice.

3.4. Obtaining management consent and support

Where finances become an impediment, I may opt for corporate trainings
through my employer’s human resources function as I intend to ascend to senior
roles in the human resources function on completion of my post graduate

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studies. In this regard, I will make presentation to my boss to convince him on
why my employer invest in my leadership development training citing the
benefits to me as an individual and to my employer as organization (Center for
Creative Leadership, 2022). Investing in leadership development of employees
by an employer is a win-win-situation for both parties because the employee
acquires and/or upgrades knowledge to deliver sustainable leadership required
for the employer to compete in the dynamic business environment (Center for
Creative Leadership, 2022; Joel & Kelley, 2017).

3.5. Agreeing leadership development project scope with a mentor

But for obtaining the consent of a mentor, this is also tricky because a
committed mentor will potentially accelerate the rate of development in my
leadership aptitudes. This is the reason why I have identified a suitable mentor,
seek his/her consent for mentorship and then agree scope and mode of meetings
to ensure this does not interfere or obstruct my mentor’s other personal affairs
(Shibal & Parul, 2013).

3.6. Leadership Development Program Project time table

It is intended that I will be able engaged in leadership development programs
for the next three years on completion of my Master’s degree. It is important to
have a clear-cut developmental plan to provide a guide on this objective will be
achieved. The manner in which the activities and skills required to become a
better leaders will be covered in this three years period is depicted in the Gantt
Chart below (Instantgantt, 2023):

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 1/1/2025 7/20/2025 2/5/2026 8/24/2026 3/12/2027 9/28/2027 4/15/2028

Identifying a mentor

Identifying a learning platform

First meeting with identified mentor

Enrollment in training program

Completion of modules in traing program

Quaterly meetings with mentor

Completing of professional exam SHRM

Source: Author’s own work

Figure 5 - Gantt Chart on Leadership Development Program

4. Conclusions
Organizations must have strong leadership presence in order to succeed in
achieving its objectives in a sustainable manner. Sustainable leadership is what
is required nowadays because of the global emphasis in sustainable
development championed through the UN Sustainable Development Goals
(SDGs). It on record that organizations that embed sustainability into their
product and service offerings have been more successful than those who do not.
In order for this emphasis to become a reality, organizations must identify and
groom future leaders through training and development. But these trainings
must be undertaken to enable trainees to reflect upon their learning in an
experiential manner. Several reflective models exist to enable this form of
learning. Leadership theories which underpin different leadership styles exists
but empirical evidence shows that that there is no one size fits all in leadership
practices; therefore, leaders should exhibit flexibility to enable adjustments
when circumstances change. Overall, the ability to effect reflections with the
use of reflective models enables a learner to develop insights which challenges
the status with the benefits of achieving improved leadership skills because

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leaders are made and not born. Continuing leadership education is encouraged
among future leaders to remain informed of developments in leadership
expertise. Aspiring leaders must acquire and improve on their leadership
activities through trainings and mentorships. The trainings can be on site or
online. Learners must identify mentors that will guide them throughout their
leadership development courses. This module has enabled me to deeply reflect
on my past, present and future leadership development skills.

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