Wiki contents


2019 Learning journals
2018 Learning journals
2015 Learning journals
2014 Learning journals
2013 Learning journals

Smartsims Support Centre

Blog updates

Recently Updated

Recent updates

Recently Updated

All updates

Skip to end of metadata
Go to start of metadata

This focus of learning this week was on leadership and the various impacts a leader has on the organisation or group. Typically, it is believed that the CEO in an organisation is the ultimate leader, however from my recent experience with MikesBikes, the CFO is the one in whom is the person in whom has the most responsibility to delegate certain tasks to the other executives. From looking at the financial reports I had to identify the areas of weakness that were costing the most to the company and then delegate the solution finding to the other executives. With this sense of leadership that accompanies the role of CFO, I have come to question my own thinking of ‘Am I really delegating for what is best for the overall company, or am I delegating to improve my decisions to reflect myself in the best light?

At first glimpse I believed I was deciding for the teams benefit, however once experimenting with Mikes Bikes offline, I realised that my sole focus on increasing shareholder value was a more individualistic perspective of success. With the assistance of my team, I have realised that shareholder value is not as crucial during the majority of this course as I believed it was (as revealed in my team’s first rollover reports). Alternatively it is the market share that we hold, the successful product developments that occur etc. From these, the result is the shareholder value, not the other way around. From this realisation I have now hypothesised that if I focus on the financials with the perspective that my task is to make sure all our actions are funded sufficiently without going into large scale debt, then as a result, our shareholder value will increase due to the low risk investment factor. With regards to Spreier, Fontaine and Malloy (2006) ‘Leadership run amok’, I need to be aware of my individual intentions of the team’s success to ensure that I am constantly being in line with what the team’s strategic goals are. Without this constant alignment, I fear that my leadership will steer our team away from success; which is not desired.

With regards to Kelley’s (1988) ‘In praise of followers’ I have learned (both in theory and in practice) that sometimes being a follower, is the best position in a successful team. This is because at times I have realised that my individual goals can differ significantly from my team, such as I have a drive to be extremely organised and planned, so when faced with a team in whom benefit more with trial and error, there is a form of internal conflict. How to combat this? Well from the readings this week, I believe that I have to face the fact that my ways are not always right, and by incorporating others methods with my own, my input will be much more beneficial to the teams goals. By turning my focus from purely the team’s success and incorporate other’s intentions into my team contributions, I believe that I could possibly become one step closer to becoming a level 5 leader as mentioned in Collins (2005) ‘Level 5 leadership: the triumph of humility and fierce resolve’.

                                                                                                            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

                                                                                                            Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72--82


  1. This is a good Learning Journal. I like how you have followed Daudelin's approach to formulate your reading, it made it really easy for me to read and follow (smile) I know it's annoying sometimes people say use more readings then others say only use one but in your case I think it may be beneficial for you to focus on one reading instead of touching from aspects of all the readings, this will allow you to analyse more in depth and relate the reading more closely to your own experience. For example you could have used just Collins five levels of leadership or just Kelley In Praise of followers, as you have somewhat contradicted yourself by saying you could sit back from your team as your ideas are contradicting but then you have also said you could be a better level 5 leader. Just a thought hopefully you get what I mean, but overall I found it to be a very good learning journal (smile) Good job.

  2. It is good to see that you are continually applying the learning process of Daudelin in your experience of Mikes Bikes and continually critically reflecting on your thoughts and decisions and questioning everything, this shows you still hold that previously learned theory in your current actions. I can empathise as to the responsibility of CFO and the aspect of reigning in the level of control you sought to extend involving the decision making process, this reflects on the theory applied from the level 5 leadership where the leader must relinquish control to others for the organisation to benefit fully from its human capital, this has a cross over with the leadership out of control reading too and you did well to bridge the two. Considering the volume of readings this week it is difficult to bring them in together in a 300 word journal but all considered you brought in the aspects most relevant to your experiences in Mikes Bikes and that is far more practical than bringing in aspects which are a little further removed from our experiences thus far. A great journal.