The objective of this unit is to foster a comprehensive grasp of various leadership styles and behaviours that are prevalent in work environments. This includes gaining insight into your preferred leadership behaviours and comprehending the potential influence these diverse styles can have on the conduct of team members.

To accomplish this task, you are tasked with applying this knowledge within the context of an organization you are acquainted with. Furthermore, the assignment entails utilizing feedback to evaluate and contemplate your favoured leadership style. This self-assessment aims to pinpoint areas where you might adjust your behaviours or leverage existing strengths to enhance your effectiveness in a leadership capacity.

  • Learning Outcome: Understand leadership styles.

AC1.1 Describe the factors that will influence the choice of leadership styles or behaviours in workplace situations.

Effective leadership serves as the cornerstone for an organization’s ability to bolster productivity, foster employee engagement, and realize its objectives (Arifin, Nirwanto, and Manan, 2019). The selection of leadership styles and behaviours holds profound sway over a leader’s triumph in diverse workplace scenarios. Understanding the myriad factors influencing the choice of leadership style is paramount for leaders seeking adaptability and success.

One pivotal factor shaping leadership styles within an organization is its prevailing culture. For instance, a collaborative and participatory culture often calls for a democratic leadership style, promoting active employee involvement and shared decision-making. Conversely, organizations entrenched in hierarchical or autocratic cultures may necessitate an authoritative leadership approach.

Another critical influence on leadership styles revolves around the nature of tasks and the composition of teams. Complex and innovative projects often demand a transformational leadership style, capable of inspiring employees to embrace creative thinking and take calculated risks. This style becomes especially vital during times of organizational change, as noted by Al-Subaie et al. (2021), where transformational leaders guide and motivate employees through uncertainty, fostering resilience and facilitating successful transitions.

Furthermore, the competence and experience level of employees are pivotal determinants in the choice of leadership styles. Highly skilled and autonomous individuals often thrive under a laissez-faire or empowering leadership style. This approach empowers them to make independent decisions and self-motivate, aligning leadership with their expertise and fostering self-directed progress.

AC1.2 Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour. 

Leadership styles and behaviours wield significant influence over the conduct of individuals and groups within an organization. How leaders engage with their team members can serve as a wellspring of inspiration and motivation, or conversely, foster dissatisfaction and disconnection in the workplace.

Consider, for instance, the traits of democratic leadership, characterized by involving employees in decision-making and cultivating transparent communication. Such attributes exert a constructive impact on both individual and group behaviour. As per Busari et al. (2019), the encouragement of participation instils a sense of value in employees, resulting in heightened motivation and commitment. When employees are empowered to contribute their ideas, perspectives, and skills, it often gives rise to innovative solutions and enhanced teamwork. In my role as a leader who embraces a democratic leadership style, I actively solicit input from my team members at Lumino Corporation during brainstorming sessions. This collaborative approach empowers individuals, elevates job satisfaction, and fortifies group cohesion.

Conversely, the hallmarks of transformational leadership encompass the ability to inspire and motivate followers to attain remarkable achievements. This exerts a decidedly positive influence on individual and group behaviour. As elucidated by Hina and Siddiqui (2023), transformational leaders embody charisma, vision, and enthusiasm, enabling them to galvanize employees to transcend self-interest and rally toward a shared vision. For example, in my capacity as a leader exemplifying transformational leadership, I ignite inspiration among the employees at Lumino Corporation by articulating a compelling vision for the company’s future. I set ambitious objectives and provide mentorship and support to our employees. This approach has nurtured a profound sense of purpose, kindled creativity, and fostered a high-performance culture at Lumino Corporation.

  • Learning Outcome: Understand leadership qualities and review your leadership qualities and potential.

AC2.1 Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others

Evaluating one’s leadership behaviours and potential constitutes a pivotal stride toward personal and professional advancement (Dzwigol et al., 2019). At Lumino Corporation, we adhere to the transformational leadership model, which places paramount importance on inspiring and motivating individuals to attain exceptional outcomes. This model harmonizes seamlessly with Lumino Corporation’s ethos of fostering innovation, collaboration, and employee growth.

According to the feedback garnered during my self-assessment from colleagues and subordinates, I have received accolades for my capacity to inspire others to labour collectively toward shared objectives. My dedication to active mentorship and support of team members, coupled with my encouragement of their professional development, has garnered recognition. My zeal and fervour have been lauded as catalysts that ignite creativity and cultivate a positive work milieu.

However, the feedback has also pinpointed various areas warranting improvement. Some respondents noted the need for me to enhance my communication skills. This underscores the potential for a more inclusive approach, one that empowers team members further and cultivates a sense of ownership and collaboration. As posited by Cardon, Huang, and Power (2019), I can achieve this by actively practising listening and soliciting input from others more consistently.

AC2.2 Describe appropriate actions to enhance your leadership behaviour in the context of the particular leadership model. 

In my role as a leader at Lumino Corporation, where the principles of transformational leadership hold sway, I must take proactive steps to refine my leadership behaviours. To bolster my communication skills, I am committed to actively listening to my team members and actively seeking their input. According to Henkel, Marion, and Bourdeau (2019), this practice fosters a culture of open dialogue, encourages the infusion of diverse perspectives, and ensures that team members feel not only valued but also heard. Furthermore, I will actively involve team members in decision-making processes by soliciting their opinions and ideas, an approach elucidated by Ali, Wang, and Johnson (2020) as inclusive, promoting a heightened sense of ownership and collaboration that, in turn, leads to increased engagement and the generation of innovative solutions.

In addition to refining my communication skills, I am dedicated to investing in my personal development by actively participating in leadership workshops and seminars. This proactive approach will augment my knowledge and skills, equipping me to provide more effective guidance and mentorship to my team members. Furthermore, I intend to delegate tasks and responsibilities to team members, affording them autonomy and fostering growth opportunities. Empowerment programs, as highlighted by Waller (2020), serve to enhance employees’ skills, cultivate trust, and nurture a proactive and independent work culture.

Lastly, I am committed to establishing a culture of continuous feedback, where both giving and receiving feedback are embraced. This practice will be instrumental in pinpointing areas for improvement, and facilitating personal and professional growth, not only for myself but also for the members of my team.


Ali, A., Wang, H., and Johnson, E. (2020). Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective. Journal of organizational behavior, 41(5), 405-423.

Al-Subaie, A., Faisal, N., Aouni, B., and Talib, F. (2021). A strategic framework for transformational leadership development in megaprojects. Sustainability, 13(6), 3480.

Arifin, Z., Nirwanto, N., and Manan, A. (2019). Improving the effect of work satisfaction on job performance through employee engagement. International Journal of Multi-Discipline Science (IJ-MDS), 2(1), 1-9.

Busari, H., Khan, N., Abdullah, M., and Mughal, H. (2019). Transformational leadership style, followership, and factors of employees’ reactions towards organizational change. Journal of Asia Business Studies, 14(2), 181-209.

Cardon, W., Huang, Y., and Power, G. (2019). Leadership communication on internal digital platforms, emotional capital, and corporate performance: The case for leader-centric listening. International Journal of Business Communication, 2329488419828808.

Dzwigol, H., Shcherbak, S., Semikina, M., Vinichenko, O., and Vasiuta, V. (2019). Formation of strategic change management system at an enterprise. Academy of Strategic Management Journal, 18, 1-8.

Henkel, G., Marion Jr, W., and Bourdeau, T. (2019). Project manager leadership behavior: Task-oriented versus relationship-oriented. Journal of Leadership Education, 18(2), 1.

Hina, A., and Siddiqui, A. (2023). How Charismatic Leadership, and Employee Voice Complements the Transformational Leadership in Enabling Championing Behavior among Employees during Organizational Change: A parallel-sequential multiple mediations of Transparent Communication, Organizational Trust, and Openness to Change. Organizational Trust, and Openness to Change (April 28, 2023).

Waller, L. (2020). Fostering a sense of belonging in the workplace: Enhancing well-being and a positive and coherent sense of self. The Palgrave handbook of workplace well-being, 1-27.

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