TRENT UNIVERSITY

SCHOOL OF BUSINESS

MANAGEMENT SKILLS - (ADMN 2010)

INSTRUCTOR: CAROLEE RIGSBEE

PERSONAL REFLECTIVE PHILOSOPHY

ON MANAGEMENT SKILLS

BY

BOMA SEKIBO

(0821189)

04-04-2024
How my involvement and participation in this course fit into my broader goals

for developing yourself

Drawing upon the principles outlined in our textbook "Developing Management

Skills" by Whetten & Cameron (2019), and my personal experiences as a participant

in this course have profoundly shaped a management philosophy in me that is

centered around developing self-awareness, managing stress and well-being, building

supportive relationships, empowering others, gaining power and influence, and

fostering effective teams and teamwork.

Developing Self-Awareness and Managing Stress and Well-being:

Emotional intelligence, as conceptualized by Goleman (1998), encompasses self-

awareness, self-regulation, empathy, and social skills. My management philosophy

from participating in this course and reflecting on events from the past emphasizes the

importance of self-awareness and stress management in maintaining balance and well-

being amidst the demands of managerial roles (Whetten & Cameron, 2019). By

cultivating mindfulness and self-reflection, I will strive to deepen my understanding

of my strengths, weaknesses, and areas for growth, enhancing my effectiveness as a

leader. Moreover, by prioritizing self-care and implementing strategies for stress

management, such as regular exercises, meditation, and time management techniques,

I aim to mitigate the negative effects of stress and promote overall well-being for

myself and those I will be managing.

Building Supportive Relationships through Supportive Communication:

Effective communication lies at the heart of building supportive relationships within

organizations. Argyle's (2013) research on interpersonal communication underscores

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the importance of active listening, empathy, and constructive feedback in fostering

trust and collaboration. As a future manager in HR, participating and reflecting on the

impact of this course has been more of an inflection on the level of my self-awareness

of the importance of creating an environment where individuals feel valued and

respected, encouraging open dialogue and meaningful connections, help others build

supportive social networks through the use of relationship-building roles and

assignments (Whetten & Cameron, 2019), geared towards achieving organizational

goal. In the future, by leveraging supportive communication techniques, such as

active listening and empathy, I aim to cultivate a culture of trust and openness, where

diverse perspectives are valued, and individuals feel empowered to voice their

opinions and ideas.

Empowering and Engaging Others:

Empowerment theory, as proposed by Conger and Kanungo (1988), emphasizes the

importance of delegating authority and providing opportunities for skill development

and growth. My management philosophy aligns with this theory, recognizing the

value of empowering others to take ownership of their work and contribute

meaningfully to organizational goals (Whetten & Cameron, 2019). By fostering a

culture of empowerment, I will seek to inspire and motivate employees, enabling

them to realize their full potential and make valuable contributions to the

organization. Through delegation, coaching, and mentorship, I will create

opportunities for growth and development, fostering a sense of ownership and

accountability among employees, co-workers, or team members.

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Gaining Power and Influence:

Power, as elucidated by French and Raven's (1960) seminal work, is a multifarious

construct within organizational settings, could be formal authority due to a person's

position in the organization and personal influence owing to either a person's

expertise or charisma, self-awareness, etc. As a former HR and medical office

assistant, I have navigated various power dynamics without fully recognizing the

significance of power in facilitating positive change and achieving organizational

objectives ( Bacharach, 2005 , p. 93) and this has been the inflection point for me as I

reflect on the past weeks since January 12th, 2024. While formal authority provides a

foundation for leadership, true influence stems from authenticity, integrity, and

genuine concern for the well-being of others. As I continue to develop my skills in

management through learning and reflection, my philosophy is, to acknowledge the

ethical responsibilities associated with wielding power gained, and using power as a

force for good, promoting fairness, equity, and inclusivity in an organizational

context.

Building Effective Teams and Teamwork:

Belbin's (2012) team roles theory highlights the importance of diverse skill sets and

roles within teams for optimal performance. As a result of my participation in this

course my management philosophy now emphasizes the value of building inclusive

teams and fostering a culture of collaboration, trust, and mutual respect (Whetten &

Cameron, 2019). Though I had subconsciously known collaboration is beneficial in an

organizational setting, this course greatly increased my self-awareness of the power of

collaboration in the workplace. By leveraging the unique strengths and perspectives of

team members, in the future, I will also strive to create high-performing teams that are

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capable of tackling complex challenges and driving innovation. Also, by promoting

open communication, shared accountability, and a sense of belonging, I will seek to

foster a collaborative environment where individuals feel motivated and empowered

to work towards common goals.

Additional Topics of Interest

Embarking on the path to becoming a manager in the future, the topics on self-

awareness and motivating performance have had a great influence in shaping my

philosophy of what it means to be a manager. This reflective article has even done

more as it delves into the evolution of my self-awareness and the invaluable insights

gained from this course, drawing on relevant sources to explore the most powerful

learning moments, the implications and challenges, blind stops in my thinking

approach, and growth opportunities I have as well encountered along the way.

Evolution of Self-Awareness:

The course on self-awareness has been pivotal in deepening my understanding of

myself as a future leader. According to Sengupta (2018), self-awareness is not only

fundamental but essential for effective leadership. Through introspective exercises

and self-assessment tools provided in the course materials, I have gained profound

insights into my strengths, weaknesses, values, and leadership style. This heightened

self-awareness has empowered me to recognize areas for growth and my blind spots

such as micromanaging, due to fear of failure. This will definitely enable me to

approach leadership with greater authenticity and intentionality (Sengupta, 2018).

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Motivating Performance:

Not only has my self-awareness become heightened, I now recognize the immense

benefits in motivating others to become better performers in the workplace, crucial for

effective leadership, as underscored by Weisz et al. (2020). This topic has equipped

me with practical strategies for inspiring and empowering teams towards shared goals.

From motivational theories such as self-determination theory, I have learned fostering

a culture of autonomy, empowering others to do what they want in line with

organizations goals and purposes within my teams motivates employees to be better

performers. This newfound knowledge will guide me in creating an environment

conducive for high performance and engagement (Weisz et al., 2020).

What I have learned About Myself:

Through this course, especially in terms of self-awareness, I have discovered facets of

myself that were previously unexplored. Once again, as emphasized by London et al.

(2022), self-awareness lies at the heart of effective leadership, it is the ability to

master oneself and therefore to lead and manage others effectively. I have learned to

recognize my communication style, decision-making processes, and emotional

triggers, critical areas that allows one to lead with greater empathy and resilience

(London et al., 2022). These skills will no doubt enable me build stronger

relationships, navigate challenges more effectively, and foster a positive work culture

and become a successful manager.

The Significance of Self-Awareness to me:

So I pondered a little and asked myself, what is the significance of self-awareness,

what does it matter? For what I know now, self-awareness matters to deeply, because

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it forms the foundation of authentic leadership. As highlighted by Whetten and

Cameron (2019), self-aware leaders are better equipped to understand and relate to

others. I make more meaningful connections and collaborations now because of I am

self-aware that they are important growth and success. Additionally, self-awareness

allows me to navigate challenges especially after the mid-term with much more

resilience, confidence and adaptability, ensuring I continued grow and develop as a

leader (Whetten & Cameron, 2019).

Surprising Discoveries:

One of the most surprising discoveries in the cause of this course was uncovering my

implicit biases and assumptions. As highlighted by Sengupta (2018), self-awareness

allows us to challenge our preconceptions and strive for greater inclusivity and

fairness in our leadership approach. This realization has prompted me to henceforth

strive to actively seek diverse perspectives and cultivate an inclusivity, an approach

that help me handle my team in our group projects. In the multitude of perspectives,

better decisions are made. I would before now careless about anyone’s contribution as

I get irritated easily by the slightest inconsistency or seemingly unserious behaviour. I

would rather fail severally trying on my own than collaborate.

Powerful Learning Moments for me:

Some of the most impactful learning moments during this course occurred within our

group discussions and collaborative activities. One particularly memorable experience

was our first class activity, where we were tasked with evaluating our responses to

various scenarios, including difficult challenges and new challenges. This activity

provided me with a profound insight into my predisposition towards change and

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adaptation. It made me instantly aware of my own tendencies and how they influence

my approach to unfamiliar circumstances.

Another significant learning moment arose during a group task where we had to

collectively work on a task (giving an estimated figure). Despite initially working on

the task individually, the collaborative effort yielded markedly superior results than

any of us could achieve alone except for a few persons. This experience underscored

the power of teamwork and collaboration, highlighting the synergistic effects of

pooling diverse talents and perspectives.

Hearing diverse viewpoints and real-life examples on leadership practices within

different organizational contexts in class further enriched my understanding of

effective leadership in today's dynamic business environment.

Again, receiving constructive feedback from peers proved invaluable in identifying

blind spots and areas for improvement for me. One instance stands out vividly, a

feedback from a female colleague after class. Despite initially feeling defensive, her

insights were invaluable in helping me recognize and address certain biases or

misconceptions I held. Her willingness to provide candid feedback, coupled with my

openness to receiving it, I said acting contrary would never have been the style of an

effective leader. It reminded me of the importance of a growth mindset in leadership

development.

Each interaction, whether in group activities or feedback sessions, has contributed to

my ongoing journey of self-discovery and development. Reflecting on these

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experiences, I am grateful for letting what I learn become a part of who I am

becoming, fostering personal and professional growth.

Challenges and Blind Spots:

Moving forward, I recognize that certain obstacles may hinder my progress, such as

self-doubt or resistance to change. To overcome these challenges, I will prioritize

ongoing self-reflection, seek feedback from mentors and colleagues, and embrace

opportunities for learning and development. Additionally, I will remain open-minded

and adaptable, willing to challenge my assumptions and confront blind spots to

continue evolving as a leader.

Conclusion:

In conclusion, management skills entail a continuous journey of personal

development and interpersonal growth, grounded in the timeless values of autonomy,

dignity, trust, love, and respect. Integrating concepts of power, communication,

empowerment, stress management, and teamwork, my management philosophy now

is be authentic, have integrity, and empower others, foster an environment where

individuals thrive and together achieve organizational goals. The transformative

experiences gained from topics such as self-awareness and motivating performance

have deepened my understanding of effective leadership, instilling in me a

commitment to fostering a culture of legitimacy, empathy, and continuous

improvement. With self-awareness as the cornerstone of effective leadership, I am

dedicated to ongoing self-reflection, embracing learning opportunities, and cultivating

a culture of growth, resilience, and collective success wherever I find myself,

ultimately making a positive impact as a future manager.

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References:

Argyle, M. (2013). The Psychology of Interpersonal Behavior. Penguin.

Bacharach, S. B. (2005, May). Making things happen by mastering the game of day-

to-day politics. Fast Company : 93.

Belbin, R. M. (2012). Team Roles at Work. Butterworth-Heinemann.

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating

theory and practice. Academy of Management Review, 13(3), 471-482.

French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright

(Ed.), Studies in Social Power (pp. 150-167). University of Michigan.

Goleman, D. (1998). Emotional Intelligence: Why It Can Matter More Than IQ.

Bantam Books.

London, M., Sessa, V., & Shelley, L. (2022). Developing Self-Awareness: Learning

Processes for Self- and Interpersonal Growth. Annual Review of

Organizational Psychology and Organizational Behavior, 10.1146/annurev-

orgpsych-120920-044531.

Sengupta, A. (2018). Self-Awareness: An Essential Tool for Effective Leadership.

CSA News, 63(29), 10.2134/csa2018.63.0425.

Weisz, V., et al. (2020). Motivating Workers: How Leaders Apply Self-Determination

Theory in Organizations. [Book Chapter]. In D. A. Whetten & K. S.

Cameron (Eds.), Developing Management Skills. Publisher.

Whetten, D. A., & Cameron, K. S. (2019). Developing Management Skills. Publisher.