The Benefits of Studying Leadership

THE BENEFITS OF STUDYING LEADERSHIP

BLOG FIVE

As good CEO,80-90% of what you need to know to do your job well you’ll get if you take the time and have the self confidence and sometimes it means admiting you’re wrong and changing course- if you take time to listen. CEOs that show that they are human, and that they are introspective and self aware about their strengths and weakeneess, their success and failure, they tend to be seen as much better leaders and more respected and their teams are much excited about following (Studzinski 2011).

Mullins (2010) defines leadership as “getting things done through the effort of other people”.  Leadership is not all about controlling and commanding and I have come to notice so many things about being a leader. The three key elements I have learned are listed and discussed below.

I have learned from this module that the growth and health of organisatons depends on leadership. Frankly speaking leadership holds the growth and health of an organisation at hand. Leadership is so important in an organisation in the sense that when there is effective leadership in an organisation, there will be growth. And when there is uneffective leadership, the organisation experiences falls or failure. Opportuniteis, personnel, location and resources are vital in an organisation but they are under the assurance of competent leadersip or else they will be squandered by an incompetent leadership.

Secondly, I have learned to be an inspirational leader through vision communication (initiates action) which is my future development plan as a leader because that is where organsations starts first. Next is to motivate people through rewards and gets a perfect work done. Inspire people on how work is done effectively and efficiently through guidance also create confidence in people through expressing their efforts towards work.  These will help me win their trust.

Thirdly, leadership will help me to become a better follower, for me to be a better leader I must be a better follower because leadership has relationship with followership. And it difficult to become a follower than becoming a leader due to commnd and control from boss or team members. Leaders need follwers so for any organisation to grow effectively there must be good leaders and followers.

I am going to apply all I have studied in my future teams by motivating people and get motivated too to play my role to the highest level. And in my future goals, these lessons are very important because they will enable me to study the culture of an organisation very well first before changes will be made through vision communication.

In conclusion, I have also learned to take feebacks from people and put them in action plan because for me to be an effective leader or follower I need to take note of my strenghts and weaknesses which will always help me to freely interact with people and become a better leader.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References:

 

Leadership behaviour. Leadership Quarterly, 10(2):181-217, Academic Search Complete, EBSCOhost, 9^th September 2012.

Eddy, P, & VanDerLinden, K 2006, ‘Emerging Definitions of Leadership in Higher Education’, Community College Review, 34, 1, pp. 5-26, Academic Search Complete, EBSCOhost, viewed 9^th September 2012.

Hargis, M, Watt, J, & Piotrowski, C 2011, ‘Developing Leaders: Examining the Role of Transactional and Transformational Leadership Across Contexts Business’, Organization Development Journal, 29, 3, pp. 51-66, Business Source Complete, EBSCOhost, viewed  9^th September 2012.

 OREG, S, & BERSON, Y 2011, ‘LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE’, Personnel Psychology, 64, 3, pp. 627-659, Business Source Complete, EBSCOhost, viewed 10^th September 2012.

 

Kotter, J, & Schlesinger, L 2008, ‘Choosing Strategies for Change’, Harvard Business Review, 86, 7/8, pp. 130-139, Business Source Complete, EBSCOhost, Assessed 10^th September 2012.

 

GOSWAMI, S, & MATHEW, M 2005, ‘DEFINITION OF INNOVATION REVISITED:: AN EMPIRICAL STUDY ON INDIAN INFORMATION TECHNOLOGY INDUSTRY’, International Journal Of Innovation Management, 9, 3, pp. 371-383, Business Source Complete, EBSCOhost, viewed 10^th September 2012.

Brown, M, & Mitchell, M 2010, ‘Ethical and Unethical Leadership: Exploring New Avenues for Future Research’, Business Ethics Quarterly, 20, 4, pp. 583-616, Business Source Complete, EBSCOhost, viewed 11^th September 2012.

Kalshoven, K, Den Hartog, D, & De Hoogh, A 2011, ‘Ethical Leader Behaviour and Big Five Factors of Personality’, Journal Of Business Ethics, 100, 2, pp. 349-366, Business Source Complete, EBSCOhost, viewed 11^th September 2012.

Leila Trapp, NN 2011, ‘Staff Attitudes to Talking Openly About Ethical Dilemmas: The Role of Business Ethics Conceptions and Trust’, Journal Of Business Ethics, 103, 4, pp. 543-552, Business Source Complete, EBSCOhost, viewed 12th September 2012.

‘Let’s challenge leaders on ethics’ 2011, Coaching At Work, 6, 6, p. 9, Business Source Complete, EBSCOhost, 12th September 2012.

Rubin, R, Dierdorff, E, & Brown, M 2010, ‘Do Ethical Leaders Get Ahead? Exploring Ethical Leadership and Promotability’, Business Ethics Quarterly, 20, 2, pp. 215-236, Business Source Complete, EBSCOhost, 12th September 2012.

Ruiz, P, Ruiz, C, & Martínez, R 2011, ‘Improving the ‘Leader-Follower’ Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response’, Journal Of Business Ethics, 99, 4, pp. 587-608, Business Source Complete, EBSCOhost, 13th September 2012.

Scudder, V 2011, ‘Follow the Leader: Ethics and Responsibility’, Public Relations Strategist, 17, 3, pp. 24-25, Business Source Complete, EBSCOhost, 14th September 2012.

Bass, B., M., Avolio, B., J., (ed.) Improving Organizational Effectiveness through Transformational Leadership, Sage Publications, Ltd., USA

 

Bass, B. M. (1985). Leadership and performance beyond expectations, New York: Free Press

 

Brown, M. E., Trevin L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decsion Processes, 97, 117-134.

De Hoog, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadreship Quaterly, 19, 297-311.

De Cremer, D., & Knippenberg, D. (2004). Leader self-sacrifice and leader effectiveness: The moderating role of leader self-confidence. Organization Behavior and Human Decision Processes, 95, 140-155.

Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quaterly, 14, 693-727.

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). ‘‘Can you see the real me?’’ A self based model of authentic leader and follower development. The Leadership Quarterly, 16, 343–372.

Kjonstad, B., & Willmott, H. (1995). Business ethics: Restrictive or empowering? Journal of Business Ethics, 14, 445–464.

 

Mullins, L.J. (2010), Management and Organisational Behaviour, 9th Edition, Harlow: Pearson Higher Education

Ibarra, H, & Hansen, M (2011), ‘Are You a Collaborative Leader?’ Harvard Business Review [online], 89, 7/8, pp. 68-74

Johnson, W (ND) The Disadvantages of the Transformational Leadership Theory.

Rubin, J. (2009) Bloomberg Review: Knowledge cast.

Watson, T. J, Routledge & Kegan, P. (1986). Management, Oganization and Employment Strategy.

 

John K (2002)`The heart of change’: Eight steps to successful change. Available from

http//www.businessballs.com/changemanagement.htm Assessed 10^th September 2012.

 

Cisco the Network (2011) ‘Innovation Leadership: Insights from an Engineering Leader’Cisco [online] available from < http://newsroom.cisco.com/feature/532336/Innovation-Leadership-Insights-from-an-Engineering-Leader > [19September2012]

Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345–359.

 

Burns, J. M. (1978). Transforming and Transactional Leadership Style. Available from

<http://www.businessballs.com/leadership-theories.htm#transformational-transactional-leadership> 9^th September 2012.

 

Scouller, J. (2011). The Three Levels of leadership model. Available from

 

CIPD (2011) Change Management [online] available from < http://www.cipd.co.uk/hr-resources/factsheets/change-management.aspx> Assessed [10^th September 2012]

 

John K. (2011) Change Management versus Change Leadership: what is the difference. Available from <http://www.forbes.com/sites/johnkotter/2011 Assessed >10^th September 2012.

 

Rice, L. S. – Scottish Low Carbon Investment Conference. Available from

<http://www.slciconference.com/thought-leadership-2012/lady-susan-rice/ > [11^th September 2012].

 

 

 

 

Ethical Relationship Between Leaders and their Teams

ETHICAL RELATIONSHIPS BETWEEN LEADERS AND THEIR TEAMS

BLOG FOUR

Ethical leadership, defining it as “the demonstration of normatively appropriate conduct through personsal actions and interpersonal relationships, and the promotion of such conducts to followers through two-way communication, reinforcement and decision- making” and the evidence suggests that ethical leader behaviour can have important possitve effort on both individual on organisational effectiveness (Rubin et al 2010: 216-17).

 

Leadership comprises values, morals and ethical aspect. Ethics means values and morals that are required and suitable according to the society which deals with peoples purity and intentions.ethical leadership theory is all about the leaders character and personality, behaviour and actions.

The meaning of ethical leadership depends on the behaviour of leaders and employees agree to their leaders values Brown & Mitchell (2010). From the above definition of ethical leadership, there is the demonstration of normatively appropriate behaviour which means that ethical leaders are responsible for their own actions or behavours. They are fair, trustworthy, honest and principled. They  use deprivation, purnishment and rewards on subordinates when they go wrong and it is expected to correct employees behaviour which solely depends on the organisational context (Brown et al. 2005). Ethical leadership and behaviour reflects on transformational (Bass, 1985), self-sacrificial like Harioto Nelson (De Cremer & van Knippenberg, 2004), spiritual leadership models (Fry, 2003), authentic ( Gardner, Avolio, Luthans, May, & Walumbwa, 2005).

 

The aim of this blog is to understand the ethical relationship between leaders and their teams and the essentials of an ethical leader.

Ethical leaders demonstrates communication of ethics and gives employees room for expressions, influence decision making and self governance (Brown et al 2005;De Hoogh 2008;Kjonstad 1995). De Hoogle and  Den Hartog argued that there is power sharing in ethical leadership for ethical leaders to permit subordinates to stay in a dimension of behaviour, listen to ethical leaders Ideas and concern in decision making. These will provide more control in their own work and ensures that subordinates depends on their own through the empowerment of  ethical leaders ( Resick, Hanges, etc 2006).

 

Ethical leaders makes clear the way their objectives  are achieved in the oragnisation through the efforts members of teams contributions and emphasises the aims of decisions they make as leaders  and moral values, also makes clear how gaols are acheived  through tasks performed to folowers.

Leila Trapp (2011: 551) made an argument that behaviours are influenced through business ethics conceptualisation, through confidence in the teams, through the level of trust and credibility.

Dignity and responsiveness are also characteristics of an ethical leader by respecting his followers and their feelings through proper listening and sympathetic to them, ready to hear negative viewpoints and treat followers in such a way that will make their values and beliefs authentic. Ethical leaders serves others by putting his employees interests before his interests and act fruitful to employees always. He must always ave justice to act fairly to his subordinates in the same manner or at equal rate by avoiding bias like Douglas Flint in HSBC who acted fairly to his teams and others in the bank, that was why his leadership was described as a safer pair of hands.

Ethical leaders works very hard for the goals in an organisation and does not overlook the intentions of his teams or followers, they are very loyal and honest which is very important to be an effective and ethical leader no matter how harmful the case may be because their emploeyees can rely and depend on them. For organisation to be very effective ethical leaders ought to cognisance of the hazards in an environment that does not have ethical standards, setting up a “whistle blower line” so that the employees can report cases of violations , employ an external source to periodically check standards and practices and promote the development of these standards and practices to be placed at vantage points. All these steps are necessary in achieving organisational effectiveness (Scudder 2011).

Nevertheless there are some limitations of ethical leadership. You can never trust man with the whole of your heart even if they are honest except God because some ethical leaders find it very difficult to agree to the ethical standards every time, so it is necessary for employees to the challenge ethics of leaders.

 

In conclusion, I suggest that ethical approach of leaders are good to be followed to stay away from distrust in any organisaton.

 

 

Analysis of Leaders in Global Business

ANALYSIS OF LEADERS IN GLOBAL BUSINESS

BLOG THREE

In surveys of most innovation companies, firms like Apple, Google, Microsoft, or Virgin regularly top the ranks, and stories of their emblematic leaders are recurring topics for management books and magazines. But what do Steve Jobs, Larry Page and  Sergey Brin, Billgates, and Richard Branson have in common? What do they do that steers innovation in their companies? Are they the sole drivers of innovation leadership? And is there a direct link between the innovation capability of a firm and the charisma of its leader? (Bel 2010: 47).

 

Innovation will be defined as “the widely used concept which is variously defined to reflect a particular requirement and characteristic of a specific study” Goswami, & Mathew (2005). According to Alan Hase ‘”Innovation is not just about great ideas, it’s combining great ideas with great execution” (Cisco the Network 2012). Leaders in the global business like Steve Jobs for Apple, Larry Page and Sergey Brin for Google, Bill Gates for Microsoft, and Richard Branson for Virgin had revolutionary ideas, new and innovative  charisma and leadership skills in common which has led to seccess. According to Kinicki & Kreitner (2009) newness of leaders ideas makes employees to cherish their ideas tomporarily and instill  in it to get new as their mentors.

Steve Jobs learned from his failures and steers the company into an arousing technological areas. He led by example and had honors and had received rocognitions publicly for his technological and musical influence. People described him as the “Father of the Digital revolution” “Master of Innovation” “Legendary” “Design Perfectionist” a “Visionay” and a “Futurist”.

Larry Page and Sergey Brin are revolutionaries that has successfully delivered the best products in the world, both of them shared common vision of success and they are immaginative enterprenuers.

Bill Gates inspires and articulates vision that is identifyable and it has produced anticipation and dedication of people. He created innovation technology for people to access which removed the barriers for disable people and people has taken advantage of their proficiencies. His visions are clear, challenging, credible, meaningful and motivating.

Richard Branson is a creative and visionary leader that surrounds himself with people better than him at a particular task to put him at an advantage that why he hired expertist in the virgin group and this has led to his creative thought of new ventures and new adventures.

 

In the financial industry, Douglas Flint the CEO of HSBC is a visionary, participative, and innovative which motivated high performance, financial stability and resilience in the industry. He innovated strategies of rebuilding lost trust, recapitalization, reforming the regulatory system, and created more robust banks and financial system security. He his inspiring, advising, advocating, rewarding, supporting, driving, and managing linkages which are innovation leadership roles. He warned the Bank of England’s new Financial Policy Committee that FPC can harm lending in business and reduced capital due to their spending statutory powers that it “could easily materially impact access to credit and its pricing.”  (HSBC 2012).

 

Another leader in the finance industry is Lady Susan Rice the CEO of Lloyds Banking Group. She innovated the offshore renewable technology for deployment as against onshore. She said “they have built up over 40 project experiences in the UK and globally and have invested 2.5 billion of capital into renewable energy”.  Secondly, she is involved in the increase support for mature and new technologies, helped in the low carbon agenda. She empowered youths through sports programmes, local heroes, art and culture and supported emergent talent, ‘money for life’ to promote young peoples’ skills in management, and provides enterprise awards also for the youth. She advised the youths think wisely and to make maximize use of the available opportunities by “a willingness to go through the door, and the aspiration to reach high.” (Scotland economic forum)

 

 

Conclusion

Both financial leaders transformed the finance industry and have innovative attributes and played innovative roles, communicating with vision and with charismatic leadership style but Douglas Flint is more innovative and he has all the innovation leadership roles and futures. Susan extended her innovative ideas to the general youths as future leaders.

 

CHANGE AND RESI…

CHANGE AND RESISTANCE TO CHANGE

BLOG TWO

Change is something new and a simple fact of life. Some people actively thrive on new challenges and constant change, while other prefer the comfort of the status quo and strongly resist nay change. It is all down to the personality of the individual and there is little management can do about resistance to change (Mullins 2010: 753).

 

A change is the going through one phase to another. Change is the going through transformation or transition. Change is a very important atom of an organizations for this reason, organizations assures their response to threats and opportunities through rapid improvement in business processes and vibrant environment, businesses need, vibrant culture, people and processes so organizations that often face challenges ought to adjust to the changing environment (Oreg & Berson 2011).

Kotter (2011) defines the change management as the utilization of basic structures and tools to control any organizational change effort.  Change management demands sensitive execution, considerate or unselfish planning, consulting and involvement of affected people by the changes.

The aim of changing management is to reduce the change effects on workers and abstain from distractions, enable workers adjust to a new of life. It helps employees dimension for managing change. Many organizations change culture and structure to meet the needs of their customers due to technological factors and barriers of competitive rivalry (CIPD 2011).

According to Mullins “despite the potential positive outcomes, change is often resisted at both the individual and the organisational level”. The JC Penney’s  Organizational culture case study is a very good example change management and resistance to change when applied to the Lewins three step models to change of unfreezing, movement and refreezing. For an organisations or countries to experience rapid change, leaders need to have principles of conduct to respond to issues and activities around the world (Rubin J 2009).

Organisations will face barriers to change when their goal are not well defined because when standards of performance and roles are not outlined change will not take place. Due to many factors, organisations lack finance which will stops changes such as increase competition or conflicts in market place for example the ‘World Trade Disaster’.when managers makes wrong allocation of money, time, staff, machinery stops change because of wrong decisions made and insuficient communications other reasons for employees resistance are unawareness of fundamental needs for business change and they have the feelings that they will work more harder for the same salary, they are not sure if they have the skills required for future success according to Adenle C (2011). And  lack of interest and comfort, fear, lack of trust, and familiar habits also brings resistance. When resistance to change has caused loss of productivity, waste of resources and waste of time, organisations and teams depends on reactive measures.

 

Kotter, J.P. (2002) describe eigth helpful model for understanding and manage change such as increase urgency by making the aims real and relevant, getting the right vision, empower action, making change stick, build the guiding team, communicate for buy-in, create short-term wins.and don’t let up by encouraging consistent  ongoing change.

 

When I become a leader in future I will never force change on my employees, for leaders who force change on their surbudinates ends up having problems because some employee will resist to change. Leaders must understand that change is painful and the best employees might be lost in the process. measures

 

In conclusion, employees should trust, have interest, courage and comfort, also to embrace change in an organisation. Leaders should inspire employees to furge ahead and srong leadership is needed in terms of resistance.

Theories and Models of Leadership and Management

THEORIES AND MODELS OF LEADERSHIP AND MANAGEMENT

BLOG 1

Research has consistently shown that diverse teams produce better results, provided they are well led. The ability to bring together people from different backgrounds, disciplines, cultures, and generations and leverage all they have to offer, therefore, is a must-have for leaders (Ibarra and Hansen 2011:71).

 

Mullins (2010) defines leadership as “getting things done through the effort of other people”. The term leadership comprises provision of information, knowledge and to realise vision, setting up a clear vision and share it with people who are ready to follow then balance and harmonise the problems within the stakeholder (Business dictionary 2012). Leadership is “the movement, taking the organization or dome part of it in a new direction, solving problems, being creative, initiating new programs, building organizational structures, and improve quality” (VanDerLinden &Eddy 2006).

 

“Leadership is more about change, inspiration, setting the purpose and direction, and building the enthusiasm, unity and staying-power for the journey ahead” (Scouller, J. 2011). In my point of view, some people are born to be leaders but are not helful. For example the President of Nigeria is born to lead because he was a lecturer in a university when he was appointed to be deputy governor, the governor was impeached and he became the governor. More so he was appointed as vice president, the president died and he became the president of Nigeria. Another example is Harioto Nelson. It can also be learned by teaching, recruiting, training, coaching and communication to develop employees to tackle challenges, tailor their needs and solve problems themselves. It has to be experienced too because experience is the best teacher.

 

Mangement is defined as an art, science, magic and politics (Watson T J. 1986). Management is the responsibility of things such as money, IT, equipments, advertising, promises etc. Management is less about change, and more about stability and making the best use of resources to get things done (Scouller, J. 2011).

 

The purpose of this blog is to indicate the model and theory, the feature, the benefits and limitations.

The transformational leadership supports the Ibarra and Hansen debate because the leader carries up his followers’ confidence, high needs and values. He inspires the followers with fresh possibilities to the followers desire and persuation to attain a specific purpose (Burn’s 1978). Transformational leadership is clasified into four I’s namely: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bernard Bass and Avolio).

Idealized influence is the building ability of confidence in the leader, his followers admires and appreciate him which brings about  a radical change in an organization. If a tranformational leader does not possess confidence in his aims, he may encounter big resistance when he tries to redirect the organization. Followers believe and appreciate transformational leaders when leaders performs very well in their duties or job which will make followers ready to follow. Transformational leaders are role models to their followers so the biggest success of a leader that has obtained high level of appreciation with his follower is through imitating their leader.

Inspirational motivation is the transformational ability to inspire and motivate followers to believe and appreciate the leaders’ behavior, such as stimulating team work and followers, bringing hopeful results out, showing great interest and assurance of followers.

They are visionaries who express the future and successful state of an organization.

 

Intellectual stimulation helps transformational leaders to arouse their followers to creativeness and innovativeness, for ever rethink of the present assumptions.

Individualized consideration of a transformational leader means that leaders must understand the motivating factors of their followers individually for example their needs and values. Leaders or managers cannot disconnected from a successful organization because visionary leaders can guide diverse teams to success so transformational leaders are the main success in managing organizational changes.

 

Divers teams consists of different professions, skills, age, culture and gender which has affected the performance teams individually as such the behavior of  leaders ought to be transformed to promote the effectiveness of teams as well as bringing individuals together for innovations and solutions from their views (Ibarra 2006, Holtzman  2011:76). The management of team diversity can be executed through networking of the individuals who are combined into a dynamic work force (Mullins 2010:152). Different ideas, information and experience from different employees will lift the organization to a greater height when they bring together their different ideas.

A transformational leader have the knowledge to retain customers, gives their subordinates training (corporate learning) and makes employees to be aware of their full potential through empowering to make changes in themselves.

 

There are limitations of transformational leadership. It lacks ideological clarity in the sense that its boundaries are not clearly defined because of its numerous characteristics.

This type of leadership abandons the sense of challenge and does not share power which means it is totalitarian. According to Bass & Steidlmeier (1999) it lacks morality and ethical values to make followers not to be just morally. Because their purpose is to change, inspire and motivate, they do not involve in the real every day execution which might make them to be unaware of the nature of the task in theory (Johnson W (ND).

 

In conclusion transformational leaders stimulates emotions of their subordinates which will arouse employees to perform more than expected but transactional leaders only realize the link between employees effort and reward. Transformational leadership is more effective than transactional.

 

 

QUESTION: Produ…

QUESTION: Produce a reflective report that discusses what you have learned about yourself when making decisions during your time on campus.

Reflection is a form of personal response to experiences, situations, events or new information. It is a process where thinking and learning takes place (Mezirow, 1990, Schon, 1987, Brookfield 1987). Reflective report is to foster an ability to reflect on our experience and consider in which our developing understanding of the theory, to help us to develop an attitude of critical awareness of our own actions, values, motives etc, and also to the actions, values and motivation of others.                                                                     A decision is a choice made between alternative courses of action in a situation of uncertainty. Reflective decision making is when decisions are well informed by experience and knowledge, the actions that results from decisions are carefully considered in terms of their outcomes, and subsequent decisions are refined by further reflection. It involves analytical thought, contemplation, examination and critical meditation and contrasted with action decision making. It is not time constrain.

My reflective report about my experience on campus that made me had a significant decision was that I was given admission late after my aptitude test in the Rivers State University of Science and Technology Port Harcourt. The university cut off mark was 30 out of 50 and I scored 32 in my aptitude test but when the admission list came out, my name was omitted. Lectures began and my friends had started attending lectures, I applied to the exams and records of my department to revisit my script  and they on posting me, so I met one Christian sister  in that department and explained my situation to her, she promised that she was going to do something about it to help me find my script if I actually wrote the aptitude test which was the second week of lectures, then I asked myself is this going to work for me and I kept on fasting and praying because staying back home when my friends were going out every morning for lectures was not very easy for me but I believed that God is going to do something great for me. The Christian sister found my script and wondered that I passed and my name is omitted, she forwarded my script to registrar’s office for enrolment. Other students were wafted out for wrong online admission including my three friends two weeks before matriculation, their tuition fees were not refunded and another admission list was posted and my name was the second on the list, I started lectures and matriculated as every other student and became a full time student.

I felt very sad during this experience. Staying at home alone was a big blow to me, no friends to chat with and I decided to follow this incident up because I felt cheated and if I had stayed back at home I would have ended up engaging myself with some meaner jobs which will make me not to have time for further studies. I also felt for my friends who were wafted out of school for wrong online enrolment and without refunding their tuition fees which is very bad because they paid their tuition fees to the bank using the school account, so the school suppose to refund their tuition fees. My decision of applying to the registrar for my omitted name and connecting with the Christian sister was a good decision which every in my shoes would have done.

There are so much to learn about my experience, I have learned to be patient and wait to see what God has for me and the position He wants me to be, not to relent or loose hope in any situation I found myself and always connect with people by telling them my situation because surely I will get good result, advice, help or idea from them, help people without asking them to pay a dine. And I am going to use all the lessons I have learned in future, studies, and in business by exercising patient, ask questions and sharing ideas with other people because he who fails to reflect on his past mistakes will end up repeating them.

I will want to improve or develop the spirit of helping people in need, the spirit of being patient, identifying or discovering successful principles and active learning by reflecting on my passed experiences so I will not repeat them again.

References:

Brookfield, S. D., Schon, D. A. 1987. The Thinking Process.

Mezirow, J. 1990. Fostering critical reflection in adulthood. San Francisco, CA: Jossey Bass.

Paternoster, R., Greg, P., (2009, March 10) Rationale Choice, Agency and Thoughtfully Reflective Decision Making: The Short and Long –Term consequences of Making Choice.

 

Sreeragtg. (2009, September 15) Reflection Report-Dyson Case Study.

 

Stephen, V. (2007, November 12) Final Reflective Report.

 

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