STUDENT NAME

STUDENT ID

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 Contents

Personal Critical Reflection........................................................................................................................3

Day#1.........................................................................................................................................................3

Day#2.........................................................................................................................................................4

Day#3.........................................................................................................................................................6

References.....................................................................................................................................................8

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 PERSONAL CRITICAL REFLECTION

Day#1

On the first day of beginning this 3-day leadership module Exploring these aspects was not an

academic endeavour but a journey into self-discovery, and it has greatly improved my insight

into leadership dynamics. My leadership traits and styles were insightfully studied at the

beginning of the day. Through different evaluations and discussions, I learned about my

leadership DNA from a broader perspective. Finding out that I tend to lean towards a

collaborative and participative style was an eye-opener. My inclination towards inclusion and

shared decision-making resonated with contemporary leadership theories that embrace employee

engagement, and empowerment. The literature presented in this session, especially on

transformational leadership supports my desire to inspire positive change within a

team("SUSTAINABILITY leadership case study Intrepid Travel," may 2021).

Critical analyzing my strengths and weaknesses was quite humbling. Identifying my strengths

like good communication and adaptability boosted my confidence in the skills that I possessed.

On the other hand, pinpointing weaknesses such as micromanagement tendencies showed areas

for enhancement. Drawing references from literature, I found out that the best of leaders are

those who strive to perfect their weaknesses and turn them into avenues for development. The

literature on authentic leadership described the significance of self-awareness and staying true to

one’s values – insights that I will bring with me into my future development as a leader.

The day made me realize such aspects of my leadership style that need improvement. As I

realized my tendency to micromanage, it made me realize the need for trust among teammates

and accommodating autonomy. The literature on emotional intelligence emphasized the

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importance of knowing and managing emotions, not only for myself but also for others. Adding

to this revelation has driven me towards improving my emotional intelligence, which is a critical

factor in effective leadership.

During the day, various allusions to leadership literature contributed towards my understanding.

The process of investigating different leadership models from situational to servant leadership

expanded my horizon on the subject concerning flexible approaches at leading. Reading and

reflecting on the literature regarding leadership ethics made it possible to think about the ethical

aspects of decision-making, which must be taken into account by any leader faced with intricate

organizational situations("SUSTAINABILITY leadership case study Intrepid Travel," may

2021).

Reflecting on Day 1, I am forced to contemplate how these newly acquired insight will affect my

future managerial and leadership operations. This reflective process leads directly to the

commitment of embracing a more inclusive and adaptive leadership style. Thus, I visualize my

future leadership as one founded on authenticity, emotional intelligence and lifelong commitment

to personal development.

Overall, Day 1 has taken me through the maze of leadership intricacies and led me to a new

destination. The combination of self-awareness, accurate literature insights and commitment to

grow has established the horizontal line for leadership path that is not only effective but also

echoed with sincerity and integrity.

Day#2

The second day of the learning and development program was dedicated to the theme Learning

and Development with specific reference to it in relation or specifically for Tourism (Events) &

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Hospitality workforce. 1 Its main objectives were the establishment of a high-performance

workplace, facilitating learning organization processes and adding value to the ‘employer of

choice’ & branding agenda; 2 It also contributed towards diversity management.

The session explored staff development strategically and highlighted the importance of

developing a rooted approach that reflects organizational values in support of strategic

objectives. LMD should be treated as a deliberate and planned process to assist leaders and

managers in becoming more effective. It was pointed out that LMD could take place based on

certain ideas, models and theories which leaders should discuss, as well through the informal

options of learning(Harrison, 2005).

The second day of the learning and development program provided some useful pieces of advice

regarding talent development strategies, particularly related to Tourism and Hospitality sector.

My understanding of the current tendencies in organizational development found resonance with

the emphasis on building a high-performance workplace and contributing to diversity

management.

The difference between formal and less strictly structured approaches to leadership and

management development emphasized the need for adaptability when developing programmes

that address specific needs of workers. This discussion of coaching, mentoring and action

learning raised in my mind how powerful these less formal approaches can be for promoting

continuous growth and skill improvement within the team.

The functions of LMD were detailed, these include the enhancement of knowledge skills and

abilities aimed at guiding people as managers and leaders in providing leadership direction to

utilizing available resources for achieving organizational priorities. Leadership development in

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the Tourism and Hospitality sector was highlighted as essential, especially given challenges such

as staff well-being or that of managers who need to have critical thinking skills with problem-

solving.

It discussed Approaches to Management Leadership Development, formal and less formal

methods. Formal approaches involved workshops, courses of training, seminars and conferences

at the workplace as well as outside. Among the formalized methods, there were custom-designed

university programs corporate universities, apprenticeship schemes etc. These less formal

methods included coaching, mentoring action learning project secondments outdoor management

development and graduate management development.

The importance of coaching and mentoring was highlighted; these represented real, hard forms

for on-the-job development. Alternative approaches such as action learning, project secondments

outdoor management development and graduate

One also showed that he was aware of the challenges and concerns associated with talent

development, prompting him to pause for a moment and think whether perhaps there might be

more like ‘over-talent. He went on to highlight an important issue, namely how management

development methods should be evaluated – they can use all sorts of tools such as questionnaires

attitudes surveys psychological tests observations history tracks(Vygotsky, 2011).

As a summary, the session covered all aspects of learning and development in Tourism

Hospitality sector focusing on individualized approach integrated with organizational objectives

and values. The differing low-key and overt ways of leadership and management improvement

were explored, recognizing the significance of constant appraisal as an ongoing process to keep

up with ever changing demands from people doing a job.

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Day#3

The second session of the third day was about Wellbeing in the Workplace. This provided a

broad understanding on what employee well being is and how initiatives to improve health at

work were changing over time. The recognition of the holistic approach to health and wellbeing

appealed to meanings understood more widely in that employees’ physical, mental, financial are

only some connected aspects which altogether can sum up as overall personal wellbeing.

The mental and emotional wellbeing of the workforce during the COVID-19 pandemic had been

a pertinent issue to discuss.  It emphasized the importance for organizations to adapt and focus

on their wellbeing initiatives in response to external factors and arising challenges. The

importance of a holistic and continuous approach to well being was highlighted by the necessity

for its integration into organisational culture, leadership and people management processes(Page,

2005).

The issues raised, particularly presenteeism and leaveism pointed to areas that organizations

should consider in their wellbeing initiatives. The transformation towards self-contained wellness

initiatives was significant, initiating thoughts about the efficacy and compatibility of such

programs.

The debate on mental health and financial health pointed out that employers, line managers as

well as employees had a joint role to play in fostering positive goodwill. The case studies of

FinTrU and Marriott showed the successful implementations of wellbeing initiatives, focusing on

how it improved employee morale and organisational performance. The report is also beneficial

to practitioners as they received examples on how an effective wellbeing strategy can be

developed and implemented in today’s dynamic environment of continued pandemic impact, the

necessity for evidence-based approaches utilization, or even simple orientation towards ‘good
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work’ while avoiding stress. As the session ended, summing up how wellbeing initiatives have

become increasingly popular over recent years and what benefits could be attributed to them

sparked thoughts about how organizations’ role is evolving in contributing to employees’ well-

being(De Simone, 2014).

It prompted reflections on the ever-evolving nature of workplace health initiatives, the

requirement for adaptability in response to external factors, and the ongoing commitment

required of all stakeholders to create a workplace where individuals can thrive professionally and

personally.

Procedures for cultivating prosperity in the work environment were examined, going from

establishing a positive workplace and checking on work plan to tending to balance between fun

and serious activities and monetary prosperity. The significance of employing Employee

Assistance Programs (EAPs) for stress management was emphasized. Psychological wellness

and monetary wellbeing were highlighted, with an accentuation on giving guiding meetings,

training, online emotional well-being assets, adaptability, and advancing a sound balance

between serious and fun activities. Contextual investigations of associations like FinTrU and

Marriott displayed effective prosperity drives, stressing the job of Wellbeing Champions and a

comprehensive way to deal with representative prosperity. Proposals for professionals included

recognizing the continuous effect of Coronavirus, taking into account prosperity all through the

representative lifecycle, tending to presenteeism and leaveism, embracing an adaptable way to

deal with nonattendance the board, and zeroing in on 'great work' to forestall pressure and further

develop emotional well-being results.

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References

De Simone, S. (2014). Conceptualizing wellbeing in the workplace. International journal of

business and social science, 5(12).

Harrison, R. (2005). Learning and development: CIPD publishing.

Page, K. (2005). Subjective wellbeing in the workplace. Unpublished honours thesis, Deakin

University, Melbourne, Australia.

SUSTAINABILITY leadership case study Intrepid Travel. (may 2021). Retrieved from

https://www.intrepidtravel.com/sites/intrepid/files/basic_page/files/WTTC%20Case

%20Study%20-%20Intrepid%20Travel.pdf

Vygotsky, L. (2011). Interaction between learning and development: Linköpings universitet.