Leadership and Management Report Sample

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 1)    Introduction

In this report, the previous experiences which are gathered through working in the marketing department as the post of the assistant marketing manager in the Sainsbury Company in the UK. I completed my MBA in the marketing field and firstly I worked in the marketing departmentand later promoted to assistant marketing manager in Sainsbury (Aguinis et.al. 2018). Sainsbury is one of the second largest chains of supermarket in the UK which was founded by John James Sainsbury in 1869. At present, the business is engaged with around 111, 900 employees which are working in various department in Sainsbury such as in sales, technical, marketing and many more.

Sainsbury stores are around 1428 in the world and itsheadquartered is in London.Due to facing tough competition in the market, I realised that I had to innovate new strategies in the business(Bogler and Somech, 2019). It thus results in increasing goodwill of the business and also motivates the team to work harder to achieve more success. Thus, this report examines my leadership aspects through the viewpoint of self-reflection by using the Gibbs Reflective Model.

2)    Self-Reflection

At this point, the self-study is determined regarding the improvement or action taken to bring changes in the leadership style. In this Gibbs reflective model is applied which is developed by Graham Gibbs in 1988 which provides the structure of adequatelearning from the experiencesgathered during or after the working (Gibbs’ Reflective Cycle, 2021). It includes 6 stages such as description, feeling, evaluation, analysis, and Conclusion and action plan.

Step Explanation
Description During the time of working in Sainsbury, my senior head ask me to join the meeting with the company head where the discussion is undertaken about the progress and working report of mine. I am so shocked that the report does not present good information. I had to handle a team of marketing and also fulfil their needs and demandsat the workplace (Che et.al. 2019). In leadership one aspects is that of transparency as I had to share all the information with my team members regarding the recent working projects and also the current marketing situation of the company. Through this manner, the employee gets motivated and manage to achieve targets. Another leadership aspect is innovation, which is necessary for the marketing field (Felten and Finley, 2019). Thus, the report says that I am lacking in both the leadership aspects and thus had to bring changes in my working techniques.
Feeling By seeing the report, I felt confused and sad that I do not handle theteam in a good way. As lack of transparency results in a lack of employee interest at the workplace and thus, by this, I do not build up the employee’sinterest at the workplacefor a long way (Guthrie and Jenkins, 2018). I felt that I am not a good instructor or dictator to share my views and opinion with my team.
Evaluation The good things which I realised that my senior head gives me another chance to change my working style and also guides me to apply a democratic leadership style to build more connection with the team (Hall et.al. 2019). The negative thing which I faced is that I feel demotivated and a lack of confidence is examined which stops me from taking another risk to interact with the team or disclose any information with my subordinates.
Analysis By keeping transparency with the team members also results in sharing the internal information of the company in which the change of affecting the company reputation is higher. Thus, frequently holding the team meeting, helps me in building more transparency with my team members (Kempster et.al.2019). Through outside training session or organising seminars for the team helps in bringing more innovative ideas to the business. In this manner, it motivates the team and also presents a good point to my senior.
Conclusion I learned that it is necessary to keep the team member motivated and happy so that they can work harder at premises and also bring innovative ideas to adapt new marketing tactics to promote the business. As there is a lot of competition for Sainsbury such as Tesco, Asda, Morrison and many more, thus it is necessary to retain employees and bring innovation in business.
Action plan In future, If I had to share any internal information with the team members, I call the meetingand take their opinion on certain points. Through this manner, the employees feel that they are part of the business (Kouhizadeh et.al.2020). Concerning innovation, I apply a participative leadership style, in which all the culture employees are motivated to work as ateam and bring innovative ideas to the workplace.

3)    Leadership style

Kurt Lewins (1939) identified three core styles such as democratic, autocratic and Laissez-fair leadership style. I applied the democratic leadership style in respect of building a strong connection with the team member and also innovate new ideas at the workplace. Through the democratic or participative leadership style, every team member is given an equal opportunity to present their opinion but the final decision is taken by me only (Kozlowski, 2018). Democraticleadership style is implemented by organising a daily meeting with the team and sharing the internal workingprocedureand actual condition of the company in the market. In the context of innovation, the team member is motivated to work as a team and thus the benefits which are gained to the company is that different culture people are working at the same platform and achieving the same targets (Martin, 2018). It increases the company reputation by motivating other employees to join the company where they get a flexible working environment with a positive and friendly environment.

4)    Emotional Intelligence (EI):

EI stated that it requires the capacity to be aware of or control someone emotion or to handle an interpersonal relationship in the right manner. It covers five features such as self-regulation, self-awareness, empathy, Motivation and Social skill. As the post of assistant marketing managers, I handle various problems such as a dispute between team members or listen to superior in case of bad results or new innovative ideas to promote the product in the market (Panganiban et.al. 2020). Thus, using the mind tools survey on EI, I score highest in every feature of EI but as compared to various features, the lower markets are got in Self-regulation steam. The reason stated that I get very bad responses from my senior in the context of leadership. Thus, it results in bringing anxietyand depression during the time of working which is also considered to be one of the biggest negative points to become a good leader.

5)    Situational Leadership

In this theory, various leadership style is applied by viewing the particular situation. I applied their theory when I faced conflict in promoting the product or motivating the team to design innovative ideas to sell products in the market. In my team, most of the employees are fewer experiences and thus they require more training and personal attention to complete the task (Parchman et.al. 2017). Thus, concerning keeping all the employees on the same platform, I trained them so that they can accomplish the task with better results. I sometimes give flexibility to the employees to make their own decision if they face any issue during the time of working. Through this manner, they are not dependent on anyone and also theyresponsible for any type of risk which occurs during the time of working (Srivastava and Jain, 2017). Thus, within two months the results indicated that most of my team member had performed extraordinary and achieve targets within the set period. It results in the biggest victory for my team and also appreciated in the company annual meeting.

6)    Recommendation

By identifying my above leadership style aspects, the recommendation is to be made through using the SMART goal.

Goal: To maintain transparency with the team members through conducting a daily meeting
Specific In this, I want to build a strong connection with the team
Measurable The main motive is to retain employees for a long way and thus I interactwith the team to resolve their issues at the workplace.
Achievable I use the email procedure to stayconnected with my team members and check their working (Taştan and Davoudi, 2019).
Relevant The goal is within reach as keeping transparency at the workplace retain employee’s interest for a long way. As employees feel that they are part of the business and also takes opinion before taking any decision.
Time-bound My goal had no deadline but it is necessary to communicate with my team before taking any major steps which are beneficialfor business (Xu et.al. 2017).
Goal: To motivate team members to bring innovative ideas by using the democratic leadership style.
Specific It is necessary to bring innovative ideas in my field and thus personalinteraction with my team helps in building strong connectivity in each other and achieve targets within the set time limit.
Measurable By attending the training session or seminars helps in reaching the goal in a better way.
Achievable I set targets to achieve this goal
Relevant Yes, I can reach the goal as I started working on my leadership style and thus by using innovative ideas motivates my team member to achieve targets (Yue et.al. 2019).
Time-bound The time frame is set to accomplish the goal as it is set after two months such as 1stJune to bring innovativeideas and implement them to promote the products in the market.

7)    Conclusion

From this report, the matter concluded that leadership style is necessary for the business to retain the employee’s interest and fulfil company overall integrity in a better manner. In this, the discussion of leadership aspects such as transparency and innovative ideas are to be done which builds a large base forcustomers and retain employee’s interest in a long way. In this study various theories are alsodiscussed such as situationalleadership theory and also the usefulness of using democratic leadership style is also determined.


Books and Journals:

Aguinis, H., Ramani, R.S. and Alabduljader, N., 2018. What you see is what you get? Enhancing methodological transparency in management research. Academy of Management Annals. 12(1).pp.83-110.

Bogler, R. and Somech, A., 2019. Psychological capital, team resources and organizational citizenship behavior. The Journal of psychology. 153(8).pp.784-802.

Che, T., Wu, Z., Wang, Y. and Yang, R., 2019. Impacts of knowledge sourcing on employee innovation: the moderating effect of information transparency. Journal of Knowledge Management.

Felten, P. and Finley, A., 2019. Transparent design in higher education teaching and leadership: A guide to implementing the transparency framework institution-wide to improve learning and retention. Stylus Publishing, LLC.

Guthrie, K.L. and Jenkins, D.M., 2018. The role of leadership educators: Transforming learning. IAP.

Hall, K.L., Vogel, A.L. and Crowston, K., 2019. Comprehensive collaboration plans: practical considerations spanning across individual collaborators to institutional supports. In Strategies for Team Science Success. (pp. 587-612). Springer, Cham.

Kempster, S., Iszatt-White, M. and Brown, M., 2019. Authenticity in leadership: Reframing relational transparency through the lens of emotional labour. Leadership. 15(3).pp.319-338.

Kouhizadeh, M., Zhu, Q. and Sarkis, J., 2020. Blockchain and the circular economy: potential tensions and critical reflections from practice. Production Planning & Control. 31(11-12).pp.950-966.

Kozlowski, S.W., 2018. Enhancing the effectiveness of work groups and teams: a reflection. Perspectives on Psychological Science, 13(2), pp.205-212.

Martin, J., 2018. What do academic librarians value in a leader? Reflections on past positive library leaders and a consideration of future library leaders. College & research libraries. 79(6). p.799.

Panganiban, A.R., Matthews, G. and Long, M.D., 2020. Transparency in autonomous teammates: intention to support as teaming information. Journal of Cognitive Engineering and Decision Making. 14(2).pp.174-190.

Parchman, M.L., Henrikson, N.B., Blasi, P.R., Buist, D.S., Penfold, R., Austin, B. and Ganos, E.H., 2017, December. Taking action on overuse: creating the culture for change. In Healthcare (Vol. 5, No. 4. pp. 199-203). Elsevier.

Srivastava, P. and Jain, S., 2017. A leadership framework for distributed self-organized scrum teams. Team performance management: An international journal.

Taştan, S.B. and Davoudi, S.M.M., 2019. The relationship between socially responsible leadership and organisational ethical climate: in search for the role of leader’s relational transparency. International Journal of Business Governance and Ethics. 13(3).pp.275-299.

Xu, B.D., Zhao, S.K., Li, C.R. and Lin, C.J., 2017. Authentic leadership and employee creativity: testing the multilevel mediation model. Leadership & organization development journal.

Yue, C.A., Men, L.R. and Ferguson, M.A., 2019. Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review. 45(3). p.101779.


Gibbs’ Reflective Cycle. 2021. [Online]. Available through: <https://www.ed.ac.uk/reflection/reflectors-toolkit/reflecting-on-experience/gibbs-reflective-cycle>.


Appendix A: Gibbs Reflective Cycle:

 Element 010: Leadership and Management Report Sample Gibbs Reflective Cycle:


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