Leadership & teambuilding assignment

The tale's subject is the journey of an Indian woman with a changed vision. She was born in the 1950s—the 1950s and 1960s weren't the decades for girls in India men were dominant, men could inherit the businesses, and the girls were married off. The speaker comes from a family of only girls. Their father built their foundation by educating them. His father opted to send all four of them to school, defying his grandfather to disinheritance. He provided them with the best education and sent them to one of the city's top schools. The equal opportunity their father provided gave them an equal chance with the males as the speaker joined the Indian police. She oversaw one of the most brutal prisons in the nation before being appointed Director General of the Indian Police Service. She employed a new emphasis on education to transform the facility into a center for learning and meditation.

One key value was, "The road of life is uphill. As the speaker says, you either ascend or descend." The second thing the speaker talks about that has evolved into her life's philosophy and made all the difference is that 100 things happen in your life, good or bad. 90 out of 100 are things people made. She encourages the audience to discover the remaining Ten things that nature has given people, and they have no control over. As she says, she grew up appreciating the 90/10 idea.

Another concept is "living on an incline." The speaker grew up with chances uncommon for girls in the 1950s and 1960s, and the background her parents provided her is the reason for the difference and the opportunity she had. She joined the Indian Police Service as a rugged woman with unflappable stamina. However, when she joined the Indian Police Service, the police service took on a different look. She believed law enforcement represented the ability to detect, prevent, and correct. The ability to prevent crimes is a new definition that has ever been presented in Indian policing. Because it was customary always to say power is just the ability to punish or to detect. Thus, she entered service in a manner that differed from men.

In India, she also revolutionized policing principles. For example, she was the first to give an Indian prime minister a parking ticket. Such has never happened before for any Indian prime minister. The rule was that she had to be sensitive, sympathetic, aware of injustice, and firmly in favor of justice. So she decided to join the Indian Police Service as a woman. Although she had other choices, she did not select them.

She had the reputation of being a lady who would not listen. She was assigned to all open positions and postings that others would reject. Now, as a police officer, she was assigned to jail duty. As she says in the video, “They decided to lock me up in prison and sent me there where I will no longer distribute tickets to cars or VIPs." As a police officer outside, She had sent some of these criminals to jail: terrorists, rapists, burglars, and gangsters. At first, she did not know how to handle them. He educated the prisoners and assisted them in meditating. The government lacked a budget for such an initiative. In any prison in the world, it was one of the best and largest volunteer efforts. Every prisoner entered the education program from the same den where they believed they would put her hinder her vision. She started making positive changes. In prison, she used education to transform the prison and an ashram. The prison used Volunteer teachers, and Books were donated because there was no budget for jail education; everything was donated. There was a meditation program inside the prison for more than a thousand inmates. She adopted the same mindfulness approach because she believed crime is a byproduct of a warped mentality. To be controlled, the mental distortion in question is required to be addressed.

Kiran Bedi, the speaker in the video background, shaped her career, vision, attitude, and passion. In the video, she says she is a "product of opportunity," and she had the privilege to get an education while her mates were married. Kiran Bedi is a woman of strength and inspiration to all Indian women. She was an activist and started the anti-corruption movement in India. Her parent had significant participation in shaping her endeavors. Thus, the upbringing environment and a child's background play a significant role in achieving their vision.

As Kiran Bedi, the speaker in the video, says, she is a product of opportunity; she had the privilege to get an education while her mates were married off. She is a woman of strength and inspiration to all Indian women. Concentrating on altering the Indian system and behavior, she revolutionized police services and spread positive change in India. She is a role model for Indian girls. She is a transformation leader.

The most valuable lesson learned is that people should offer change where needed and be determined enough to implement the desired change. Kiran Bedi changed the entire police service and prison by implementing changes like education. A positive attitude and mindset will go a long way when faced with challenges. Leadership is about being just, bringing about positive change, being passionate about your work, making selfless decisions, and having the vision to transform and inspire others.

The SDI 2.0 now provides four perspectives on an individual: a motivational value system, a conflict sequence, a strengths portrait, and an overused strengths portrait (Scudder, 2021). The SDI 2.0 aims to raise the standard of working relations between leaders and managers.

As a manager, knowing your managerial capabilities and limitations will help you become a more self-aware leader and establish a focused plan to advance your abilities. The things a person can accomplish well and with ease are their strengths. Managers can harness their strengths to perform at a high level by concentrating on becoming influential leaders at work, inspiring and motivating their employees. Managers should Lead by example to prove their ability to lead others. As a leader, you can learn how to make up for your deficiencies and take action to strengthen them by recognizing them. You may make wise management decisions by giving those responsibilities to other staff. How you handle and balance your strengths and shortcomings as a manager/leader may influence your leadership effectiveness.

1. Reliability

Reliable managers make sure their staff finish projects and adhere to deadlines. Because of their commitment and professionalism, they acquire their rank. Unfortunately, organizations give managers of such caliber management responsibilities because they are entrusted to complete tasks with little guidance or oversight.

2. Well Informed

Project and process managers are well informed of all the specifics. As a result, they are adept at managing team organization to meet deadlines and expectations. This management skill prevents them from forgetting crucial details or task components.

3. Motivating and Emotional Intelligence

The ultimate performance comes from teams led by competent leaders. Regarding their work and morals, they are serious and passionate. They generate creative, new ideas for their teams and assist and motivate their employees (Clifton & Harter, 2019). According to the Impact group(2020), influential leaders should comprehend emotions, and reflectively control emotions to support intellectual and emotional development.

4. Problem-solving

A great strength of a manager is being capable of developing unique solutions to a challenging environment. Problem solvers can evaluate a circumstance and choose the best course of action, and are also able to create fresh approaches to problems.

5. Flexibility

Managers must be flexible to quickly adapt to new ways, circumstances, and work contexts (Positive Psychology, 2019). As a result, they learn new information quickly, which enables them to continue serving as effective and successful leaders.

6. Dedication to excellence

Dedication to creating high-quality work advances into leadership roles and is a leader's strength. They also know how to maximize each team member's performance and make the most of their skills and qualities to produce the best outcomes.

7. Teamwork

Managers should get along with their staff and others, even in leadership positions. They work with their teams to reach decisions, address issues, and generate fresh ideas. Teams that work in this collaborative setting may be happier and more effective.

8. Optimism

Great managers maintain a positive outlook on both the work of their team and the company. Optimism can motivate employees and improve productivity. It also makes it possible for managers and their teams to adopt a common understanding of success. This strength is even more critical while in the dynamic environment

9. Conflict resolution

The capacity to settle disputes in a way that is fair and acceptable to all parties

the skill or the capacity to reason well and make decisions of high quality.

10. Authentic and Trustworthy

Authentic leaders are aware of who they are and are motivated by solid moral principles(Corriveau,2020). They foster a culture of trust that fosters employee growth and improves corporate success. Being trustworthy is a quality that inspires confidence in your peers and supporters.

12. Communication abilities

The capacity to interact with others efficiently and provide timely feedback is a strength of an effective leader

A manager's team's performance and morale are improved by identifying and addressing their flaws.

1. Incapacity to alter and adapt to change

Because managers are at ease with their methods throughout their careers, some managers resist change. They may not want to take a chance trying new things because their ways have led them to executive positions (Botwin, 2022). But to be a successful manager, you must be prepared to evolve with your organization

2. Bias

Unintentionally, some supervisors prefer their most capable workers. However, this prejudice can reduce the team's spirit and disposition. Treat each team member equally if you want to create an effective, motivated, and strong department.

3. Lack of Communication/ Feedback

For managers to deliver clear directions, discuss initiatives, and avoid misunderstandings, they must have excellent communication skills. They must also provide their personnel feedback frequently and skillfully if they want to foster improvement. However, some managers need to improve on these communication abilities because they do not naturally have them to be persuasive leaders.

4. Lack of assurance

Managers who lack confidence may not come across as decisive while making decisions or presiding over others. However, gaining a team's respect and trust necessitates confidence. As a manager, gain confidence in being committed, dependable and confident in your choices and conduct.

5. Micromanagement and Improper Leverage

Micromanagers monitor and exert tight control over their staff (Kagan,2022). However, this trait may inhibit employee professional growth, freedom, and innovation. Managers' inability to step outside their comfort zone and ask themselves what their highest and best use is to maximize their success and productivity is a weakness (Botwin,2022).

6. Goal-setting

Some managers do not make an effort to define goals or assess whether their targets are achievable clearly. Influential leaders have clear, attainable goals to work with. With the aid of objectives, subordinates can be industrious.

7. Lack of Empathy

Managers risk missing out on their staff members' unique needs or difficulties when they are solely concerned with themselves and the department's overall success. Make an effort to comprehend or be more sympathetic to what your employees are going through. As a manager, encourage your staff to discuss their concerns with you and then take action to assist them.

Overcome obstacles Empathetic supervisors frequently have devoted and effective employees.

8. Lack of Delegation

For some leaders, assigning particular responsibilities to other workers may be difficult. However, delegation is essential if managers have the time to focus on management practices. As a manager, it is advisable to assign tasks to the personnel who are the best qualified and give them more authority. In addition, effective delegating allows leaders to concentrate on their strengths and foster team growth.

9. Thinking too Small

Many leaders allow their narrow viewpoint to limit their ability to think broadly and fail to use or develop their emotional intelligence abilities, which keeps them further away from consistently making better decisions (Botwin,2022). The oversight on the part of the leader results from the lack of accountability for the empowering

Manager utilizing their abilities at work gives them job satisfaction as employees are inspired by their work. Leaders can take advantage of their strengths at work with the aid of employees to achieve the shared objective. The manager's abilities are crucial in creating a successful team. Managers are responsible for 70% of the variation in team engagement through their strengths, involvement, and daily interactions with their employees (Clifton & Harter, 2019). When leaders recognize and focus on well-articulated talents in a specific context, employees are likely to regard their managers as resources that inspire success in the workplace. Their capacity to gain knowledge and skills for evaluating abilities before putting them into practice is a great strength. Leaders' performance depends on the relationship with their employees and the extent to which they delegate. It is beneficial to concentrate on the strengths. Leaders should frequently seek ways to improve their leadership abilities to accomplish more essential objectives.

References

Botwin, A. (2022, February 14).  Twelve leadership weaknesses and how to overcome them. StrategyPeopleCultureConsulting. https://www.strategypeopleculture.com/blog/leadership-weaknesses

Corriveau, A. M. (2020). Developing authentic leadership as a starting point to responsible management: A Canadian university case study —the international journal of management education,  18(1), 100364.

Clifton, J., & Harter, J. K. (2019).  It is the Manager: Gallup finds that the quality of managers and team leaders is the most significant factor in your organization's long-term success. Washington, DC, USA:: Gallup Press.