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A lot happened in this past week of MGMT 300; we had new journals to critique, fresh teammates to get accustomed to, a whole new kind of MikesBikes to learn, and exciting class drama based around what some people conceived as unethical team making. This resulted a week of school that felt as though it was over as soon as it begun, and a lot of things to reflect on.

To start I want to talk about my favourite of the three readings: Jim Collins’ (2005) Team 5 Leadership was an article that I could really relate to. Growing up I would think of business leaders as powerful, exciting, smart, and cocky people. I thought that it was a necessity to be so confident in your own abilities that you would be tight-roping the line of cockiness. This all changed approximately half a year ago when I had the pleasure of hearing David Maclean’s speech on what makes a great leader. He used the acronym HEART to describe a great leader (Humility, Empathy, Authenticity, Risk, Tenacity). The one that really grabbed my attention was humility as it is not something I initially thought of in a great leader; however, when I look back and think of all the leaders I have encountered, the ones that I truly respected, liked, and admired, all encompassed this trait. They were not afraid to say that someone else can do it better, or that they made a mistake, and this is, in my opinion, a crucial characteristic of a great leader. David’s speech had a greater effect on me than any other to this date and it was really interesting to read another article that supported his message. Collins (2005) says that great leaders “ are a study in duality: modest and willful, shy and fearless”. This is closely correlated to what David Maclean’s message states, about a great leader being empathetic, authentic, and not afraid to admit defeat; at the same time they must be willing to take risks and tenacious in their pursuit for success. This message is one I have truly taken to heart and I hope it is something I can thoroughly implement into my future in the business world.

Next I want to touch upon the importance of followers. Without taking anything away from my CEO, who has done a wonderful job organizing and scheduling tasks, I don’t think my team currently has a clearly defined leader. With this said, it has not been a problem. Author Robert Kelly (1988) states, “Groups with many leaders can be chaos. Groups with none can be very productive.” Although initially I feel that my group has struggled to be productive I feel that we are learning quickly and on the right path. As we become more and more comfortable with our roles our productivity begins to increase. Whether or not a clear leader emerges into our group I am not concerned about our ability to be efficient and productive as a team.

All in all it was definitely an interesting week! I hope I can use what I have learned in the chaos to have a positive effect on my future through school, work, and every other aspect of life. Looking forward to what else MGMT 300 has to offer!




Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136—146

Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142--148




  1. Good job this week. The quality of writing in your journal was good. It was nice to see you draw on sources beyond the required readings such as David Mcleans speech. You did a good job acknowledging your change in perception of a leader from someone who is "smart" and "cocky" to someone with "humility". To further improve your journal you could maybe apply the readings to your own experiences in your MikesBikes group a bit more to see what you have learnt to do differently this week. Also you say that you don't think your team has a clearly defined leader, you could maybe question why this is so. What can your CEO do differently that will help your team be led? Maybe try applying Daudelin's steps of reflection to this problem to help you improve your journal and your team performance. Overall, good job.

  2. A quality journal here that brings past knowledge of what it means to be a leader that you then applied to what you've learnt this week and how you're perspectives have changed using reflection nicely which is clearly a strength of yours. In terms of work-ons I wonder simply whether your third paragraph was necessary as it made your journal feel like two journals in one. Alternatively (as you made some very good points in there)  perhaps you could have linked these topics together by describing how your CEO can be helped by a team of effective followers using Kelley's reading as a reference of this. As it stands your journal seems a little disjointed but this can be easily fixed. Regardless of syntax, a good concise journal.