THIS IS WRITTEN BY CHAT GPT CAN YOU PARAPHRASE AND DONT USE HUMANIZER AI SHOLD BE BELLOW 15% AND TURNIT IN SHOULD NOT BE ABLE TO FIND OUT In week five we went through another very important topic Leadership and decision making. Where we went over why is decision making important in becoming a good leader. This week’s session made me reflect deeply on how I approach decision-making, especially when working in a team. One of the biggest takeaways for me was realising how much we rely on assumptions or quick judgments without always being aware of it. Learning about the different models—like rational decision-making, bounded rationality, and the garbage can model—put into words what I’ve experienced in real-life situations. I’ve definitely made decisions before with limited time and information, and looking back, I can now see how bounded rationality was at play. In our group activity, we were asked to work together under pressure and uncertainty, which really brought out the dynamics of group decision-making. I noticed that some people (me included) were hesitant to challenge ideas at first, maybe out of politeness or not wanting to cause tension. But once someone acted as a devil’s advocate, the discussion opened up, and we were able to make better decisions. It showed me how important psychological safety is in a team environment. We also talked about programmed versus non-programmed decisions. I hadn’t thought about it before, but in the task, we did, I realised I relied on instinct for some parts but needed more careful thinking for others. That balance is something I want to improve. Finally, the part about biases—especially escalation of commitment—hit home. I’ve stuck with a bad decision longer than I should have just because I’d already put effort into it. Being aware of that might help me make clearer, more honest choices in the future. Overall, Week 5 helped me see decision-making in a new light. It wasn’t just theory—it helped me understand my own habits and gave me tools to grow as a leader. WEEK 6: THE POWER OF REFLECTION IN LEADERSHIP Week 6 introduced me to reflective practice as a foundational leadership skill. I explored multiple models, including Gibbs’ Reflective Cycle, the 5R Framework, and “What? So what? Now what?”. These frameworks helped me structure my thoughts about past experiences and identify what I learned from them. Reflecting on Satya Nadella’s leadership approach, I was inspired by how he uses empathy and active listening to inform decision-making — key qualities I had overlooked in my own leadership style. Using the journal prompts on communication, I recognised that my style tends to be direct and task-focused, sometimes at the expense of emotional nuance. Feedback from peers in past group projects highlighted that while I’m clear and efficient, I sometimes miss opportunities to build rapport or listen deeply. This week encouraged me to work on empathetic communication and to view reflection not just as a personal tool, but as a way to improve how I engage with others. WEEK 7: DISCOVERING AND APPLYING STRENGTHS THROUGH STORYTELLING In Week 7, we completed the CliftonStrengths (Gallup) assessment, which revealed my top five strengths: Achiever, Strategic, Learner, Responsibility, and Focus. These aligned closely with the Executing and Strategic Thinking domains. This session helped me see how I naturally approach challenges with a drive to achieve and a deep desire to learn and plan ahead. What stood out most was the storytelling exercise. Crafting a narrative around how I use my strengths gave me a new appreciation for my decision-making style. I realised that I often rely on structure and long-term planning but need to integrate more flexibility and relational awareness into my approach. Observing the leadership trailers presented by peers also highlighted the power of storytelling in conveying complex leadership traits simply and impactfully. One key takeaway was the idea that leaders are most influential when they communicate with authenticity and confidence in their strengths. This shaped my preparation for Assessment 1, where I began crafting a leadership narrative not only about a business leader, but also about myself. WEEK 8: UNDERSTANDING MOTIVATION — FOR SELF AND OTHERS Week 8 deepened my understanding of what drives both myself and others. The exploration of intrinsic versus extrinsic motivators, and the use of the “Wheel of Life,” was especially insightful. I recognised that while I’m highly motivated by achievement and growth, I sometimes neglect personal well-being and relationships — areas I need to improve to maintain sustainable motivation. Stephen Covey’s “Seven Habits” and the NLP modelling exercise offered actionable strategies. Visualising how my role model would approach challenges helped me see that mindset and self-talk are key components of self-motivation. This realisation is crucial as a leader because it means that before I can effectively motivate others, I need to ensure that my own motivational systems are aligned and well-maintained. Reflecting on motivation also made me more aware of how I communicate goals to others. Motivation is not just about setting objectives, but about inspiring belief, creating optimism, and recognising the needs of team members. This learning will directly impact how I structure group tasks and encourage others in future leadership scenarios.
READ MORE >>
