Individual Assignment 2
Introduction
My leadership perception has changed over time due to the evolution of my thinking through literature. Conventionally, I thought that leadership is just a process of giving orders and becoming dominant in groups of people. However, based on the biggest realization, it is understood that leadership starts with candied self-assessment. This comprehensive essay critically reflects on the type of leader I want to become. There will be some arguments about further people management skills, especially networking, coaching, and conflict resolution. The integration with theories is critical, as arguments are to be built by applying the GROW Model, Brokerage, and the interactionist viewpoint on conflict. The most important thing is to come up with insights about my leadership that are to be shaped by these skills. The positive impact of leadership on society is obvious, especially by building trust and empowering others, and this essay will provide valuable insights and implications in this context.
Relevant Theories and Concepts
Understanding the leadership function, especially in demanding or complicated environments, is important to validate the high command of subject matter. In this context, four interconnected theoretical frameworks are optimized to comprehend the leadership in such situations. These include “negotiated order history", “coaching-based leadership,” the “interactionist perspective,” and “brokerage network theory.”
Relative to “negotiated order theory,” social settings are not stable, but they can be negotiated. These negotiations in the social setting occur through positional bargaining (explicit) and some interaction approaches (implicit) (Clarke, 2021). This theory directly challenges the perspective that the organization is cohesive. Of course, leaders must accept negotiation as a critical need, especially by involving stakeholders who have some power and influence. Critically, there may be some structural barriers that make the negotiation process quite limited, especially in a system where the chain of command is certain.
Coaching-based leadership seems more practical. It has been unveiled that coaching at the managerial level is the best source to influence employee learning, performance, and commitment. GROW model, on the other hand, provides a structured approach to practice this coaching-based leadership through its facets, such as “goal, reality, options, and will”. Critically, the key assumption is that the follower or learner must be capable and willing to direct himself. Obviously, it is hard to find in demanding or crisis situations (Hancock and Jackson, 2025).
The interactionist perspective sees conflict as a dialectical inquiry. It is the contradiction with the unitary standpoint (conflict as dysfunctional) (Buchanan and Huczynski, 2019). So, if the interactionist perspective is embedded, the probability of the collaborative response is high. It is also backed by research evidence. Observation should be separated from evaluation, which can facilitate reframing criticism as an unmet need.
Eventually, brokerage network theory underlines that people operate as bridges between two groups that are not interrelated. The role of brokers becomes crucial because they play an active part in bringing the groups closer despite differences. According to Burt (2004), the role of broker is important, and therefore, they contain high earnings and promotions. The major drawback is that this approach is not workable in every situation. Sometimes, personal benefits of a broker can become dominant, making him manipulative or untrustworthy (Burt, 2004).
So, this analysis of the theories indicates that leadership is no longer authoritative, as it is the best combination of empowerment, negotiation, conflict resolution, and strategic networking. These findings, backed by the theoretical analysis, will inform me of the preferred leadership style.
Demonstration of Critical Thinking Skills
Valuable insights regarding theories can inform the leadership style or approach. However, all this theoretical evidence cannot be taken at face value, as there are some assumptions and implications.
Negotiated order theory stresses that the organization is not a certain entity or system but rather is negotiated via interfaces (Clarke, 2021). It indicates the probability of the transition in an informal way instead of concentrating on formal rules. However, it is challenging to understand that all parties involved in the negotiation will have the same level of intellectual capability and capacity. In some situations, leaders must leverage their power by excluding some issues from the agenda. The manager must have the intellectual capability to decide on the inclusion and exclusion of topics or issues to start the negotiation. So, this theory seems too enthusiastic about the collaborations in the negotiation process in workplaces (Hughes and Ertel, 2020).
Coaching-based leadership has validated the positive impact on performance, commitment, and learning. However, this crucial insight has been derived from prevalent studies. Performance and coaching have been measured simultaneously. There is a possibility that some employees will get more attention and dedicated coaching to boost their performance. The cultural factor is important in this context. In a typical culture, employees may want to be directed by the managers, which makes coaching limited or weak (Mäkela et al., 2024).
Interracialist perspective on conflict sees the conflict as productive with better management, but it is to be done in coordinated settings. The critical assumption is that negotiation can be productive only if the combination of affective professionalism and time is well preserved. In this dynamic and evolving workplace setting, managers must make quick decisions by ignoring careful perspective shifting. Apart from that, if one of the parties acts in bad faith, the model interaction or negotiation may fail.
Brokerage network theory is a detailed managerial study. However, despite some positives, the biggest drawback or weakness is that it is based on a constrained data set, and implications related to other companies or industries are invisible. Moreover, research has revealed that the broker becomes effective and successful with the right combination of social skills. However, their theory does not streamline the methods to adopt these skills (Tiniç et al., 2026).
Preferred Leadership Style
The statement “I am, I can, I want, and I need” has been interesting. The response from the student who avoids complex conversation can be "listening to others but stumbling to speak their mind", leading with quiet confidence, and learning about conflict resolution without any fear. It has been the initial or starting aspect that indicates the natural style, which contains the passive and harmony-seeking attitude. There is evidence from the modules that streamline the drawbacks of these kinds of approaches in the dynamic and complicated workplaces.
I am inclined toward a collaborative, coaching-centric, assertive, and resilient leader. Charismatic or proactive stance, argued by Heidi Roizen, is not an integral way, as it is hard for every individual to adopt it (McGinn and Tempest, 2010). Instead, coaching-based leadership is a suitable approach. Interestingly, it is also backed by modern research. Coaching-based leadership contributes to employee learning, performance, and dedication without even depending on the formal managers (authorities). So, it is better to empower others instead of becoming too directive or authoritative. This preferred leadership style will help me to listen prudently with greater empathy, which can help people to find the solution on their own. It is a nondirective approach to coaching. The most important thing is to enhance understanding instead of just rapidly solving things (O’Neilb and Harkins, 2026).
Critically, coaching style contains implementation paradoxes in some situations. The leader may face some value incongruence, and it is hard to make the right decision or provide a single solution. Badaracco’s model indicates that the leader must come up with the best combination of vision and expediency with cunning. With coaching-based leadership, I must not be strict with one approach, as I need to adopt my approach in different contexts to be relevant. I will use coaching where possible. On the other hand, I will also be capable of making non-consensual resolutions in different situations (Gerdeman, 2020).
Skills to be Developed.
I will strive for networking, coaching, and conflict management, as these are crucial skills to develop to justify the coaching-based leadership style. Each skill development process requires deliberate practice.
Concerning networking skills, it may be intimidating. I don't have to have an extroverted personality to practice networking. Instead, I need to develop a certain self-narrative with a good willingness to contain brokerage positions that can help bring groups closer. For example, Nervisa Oteng-Ababio, a business graduate (student), managed to become the staff accountant by sharing a well-crafted "coffee chat" request to the hiring manager. This initial message turned into three important sessions (interviews) and eventually an offer letter. According to Nervisa, an individual can grab the new opportunity through a lone conversation and courage. It proves that I need to develop a strategic self-representation, which can lead to brief interaction and then a pivotal professional alliance (Georgia State University, 2025).
Coaching skills are also to be developed. The GROW model is the best source for me to move away from an authoritative approach to inquiry-based approach. For example, Nando's, a global restaurant chain, has demonstrated comprehensive exemplars. The organization has experienced brisk expansion without compromising the family culture. The organization trains its managers in a coaching leadership style. The organization makes the managers complete the two-day coaching skill program, which helps them to delegate tasks and motivate employees to find their solutions. These managers, especially after the intensive coaching workshop, have established a new, talent reservoir. Through this approach, people started enjoying their jobs because they know that what they do is effective. As a result. The performance and productivity of the area managers improved, as they managed to oversee 10 restaurants (from 6), making the organization one of the best workplaces to work in the United Kingdom. It proves that coaching skills can be extended from just conversation to the company-wide change (Borges, 2026).
Conflict management skills are to be developed to become an effective leader. In many situations, I intend to avoid conflicts by being straightforward and conventional. However, based on the realization that conflict is a generative friction, I am more inclined towards this skill development. While developing these skills, I need to separate my observations from evaluation, intent from impact, and reframe criticism as an unmet need. For example, Sam, an employee at the baking company, was denied time off for her ill mother. The manager remained certain regarding the implementation of the company policy, but Sam lost trust in his manager, which led to the conflict escalating. In the conflict resolution process, which usually refers to mediation, both parties experienced space to express their concern. Sam unveiled that he wanted to spend valuable time with his mother. The manager said that he had to fulfil his job responsibilities. So, by understanding each viewpoint and the issues, they started reforming their trust level in each other. As a result, there was good employee engagement, improved performance, and augmented productivity. This case shows that the conflict resolution skill is to be developed through embracing empathy, active listening, and recontextualization. It is all about turning the destructive conflict into a constructive alliance (Altius, 2024).
Impacting Others in Society Through Leadership
Leadership is not the process of influencing people in the organization. The impact on the social level is also obvious. As a coach and a leader, I need to become more responsible towards the wider community. As a leader, an elevated level of trust is to be maintained to set et the foundation for better social influence. The business leader may have to sign contracts with other entities to expand and earn. However, it may lead to backlash without the consent of the local communities. Thus, leadership actions must be socially responsible because preserving their trust is one of the most critical aspects.
Apart from that, I can create an impact on society through guiding the “social value generation,” as it is the key process to engage multiple stakeholders. There must be some relational capital initiatives to win the trust of stakeholders to set the foundation for community prosperity. When it comes to the small family business, the level of trust is high. However, the management enriched the systemic credibility by prioritizing the sustainable relationship instead of concentrating on the temporary benefit. The value "trust is the glue of life" is in the limelight in modern businesses and societies. Based on this implication, I would like to offer free educational sessions and programming skill seminars for young people to give something back to the community (Mitchell and Israelsen, 2022).
The major takeaway is that I must become a leader by including better transparency, stakeholder engagement, and trust-building activities. In the demanding situation, I will emerge as an assertive individual who is ready to take small initiatives to validate a prominent level of integrity and community engagement, and eventually, a positive social change will emerge as an outcome.
Original Thinking and Voice of Different Perspectives
Conducting the creative synthesis of theories and models has set the base for an original insight. Networking, coaching, and conflict management are to be developed as these are not separate competencies. Instead, these skills are a source of cycling relationships, deepening, and repairing.
Networking is the best way to shape original connections. The case of Heidi Roizen portrayed effective networking as a defined leadership identity and willingness to adopt the brokerage position (McGinn and Tempest, 2010). Besides, the probability of peripheral professional contacts is also apparent, which leads to limited value. Coaching is the best way to enrich these connections and values. The GROW model changes the superficial contract into a trustworthy bond, especially by asking powerful questions and gaining an in-depth understanding. There is also a possibility that deep and fiducial alliances will stumble due to conflict, and the interactionist outlook plays its role by helping to separate the observation from evaluation. So, I have transformed my thinking as a conventional leader, as I will consider criticism as an opportunity to meet the needs that are not understood so far. Just managing the conflict is not the end of the process, as the cycle of conflict may continue. However, networking and coaching become more effective in this context.
So, this narrative contradicts the implicit assumption that these skills are separated or independent. As a leader, I must network, manage, and coach at the same time by enriching my leadership capacity. It is an original view that contains high value. One skill development can complement the other skill development and execution process.
Logical Connection Among Theories and Concepts
Four core theories have helped to shape the coherent model. First, negotiated order stresses the sustained or continued negotiation, and it requires leaders to develop specific skills to steer these negotiations. The interactionist viewpoint stresses the handling of conflicts, as destructive conflict must turn into a productive conversation (Klemelä, 2023). Coaching-based leadership stresses the processing of negotiation through solutions instead of relying on authorities, especially through GROW models. Eventually, brokerage network theory makes the leader capable of deriving information and creates the impact to enable effective negotiation across groups.
So, the connection has remained sequential. In this context, negotiation has remained the overarching process, with conflict management, networking, and coaching as enabling skills. As a leader, I need networking to have information. As a coach, I need to empower people. As a conflict handler, I can repair breakdowns. So, this is a cohesive executive toolset that makes me more capable and resilient to operate in challenging and complicated settings.
Identifying Further Sources and Evidence
The analysis can be enriched by leveraging additional sources. Pelaez Zuberbuhler et al. (2021) seem relevant because they developed and justified the coaching-based leadership scale with the implications related to the positive relationship, psychosocial capital, employee engagement, and work performance. Through this valuable academic source, the detailed quantitative evidence can be collected to expand or apply the GROW models. For networking, the HBR case (Heidi Roizen) streamlines valuable qualitative evidence (McGinn and Tempest, 2010). However, if I need more statistical validation, I will prefer Wolf and Moser (2009), which connects the network with renumeration growth and job satisfaction (Wolff and Moser, 2009). There has also been a survey conducted on LinkedIn that says almost 70% of people were hired by companies due to their connections. It is the perfect media source that enables the real-world example of the significance of networking. For conflict management, Rosenberg (2003) stresses de-escalated interaction. Stone, Heen, and Patton (2010) source is also relevant (Stone, Patton and Heen, 2010). I can derive the pragmatic interventions instead of just focusing on seminars. These are sources that need to be used to conduct an in-depth theoretical proficiency with effective practical application.
Conclusion
It concludes that I need to become a coaching-centric, networking-savvy, and conflict-capable leader. I don’t want to demonstrate my power and authority; I want to master negotiation, empowerment, and trust. This comprehensive analysis unveiled that the best combination of coaching, networking, and conflict management can make the leadership process more effective and resilient in challenging situations. The essay also elaborated on the possible social impact through building stakeholder confidence and lateral professional ties. So, I have become capable of getting away from the grand gesture of the leadership, as I will demonstrate myself with the micro-habits of integrity to enrich social bonds.
References
Altius, (2024(. The Power of Compassionate Mediation: Restoring Trust and Productivity in the Workplace. Available at: https://altius.au/news-and-research/how-mediation-can-restore-trust-and-boost-productivity?hss_channel=lcp-874868 [Accessed: 15 April 2026].
Borges, M. (2026). Creating a coaching leadership style. Available at: https://www.performanceconsultants.com/client-stories/nandos-talent-management-and-skills-development/ [Accessed: 15 April 2026].
Buchanan, D. A. and Huczynski, A. A. (2019). Organizational Behavior: Pearson.
Burt, R. S., 2004. Brokerage and Closure: An Introduction to Social Capital: Oxford University Press.
Clarke, A. E. (2021). Straussian negotiated order theory c. 1960– present: Routledge.
Georgia State University (2025). From Hesitation to Hired: How Nervisa Turned a Coffee Chat into a Career. Available at: https://robinson.gsu.edu/2025/12/from-hesitation-to-hired-how-nervisa-turned-a-coffee-chat-into-a-career/#genesis-content [Accessed: 15 April 2026].
Gerdeman, D. (2020). The pause that brings peace and productivity. Available at: https://news.harvard.edu/gazette/story/2020/08/finding-the-pause-that-brings-peace-and-productivity/ [Accessed: 15 April 2026].
Hancock, J., and Jackson, K. (2025). The GROW Model of Coaching and Mentoring. Available at:
https://www.mindtools.com/an0fzpz/the-grow-model-of-coaching-and-mentoring/#google_vignette [Accessed: 15 April 2026].
Hughes, J. and Ertel, D. (2020). What is your negotiation strategy? Available at: https://hbr.org/2020/07/whats-your-negotiation-strategy [Accessed 15 April 2026].
Klemelä, J. (2023). Negotiated order in organizations revisited and straightened out. Journal of Organizational Ethnography, 12(3), pp. 261–266.
Mäkela, L., Kangas, H., Korkiakangas, E. and Laitinen, J. (2024). Coaching leadership as a link between individual- and team-level strength use at work. Cogent Business & Management, 11(1), pp. 2293469.
McGinn, K. L., and Tempest, N. (2010). Heidi Roizen. Available at: https://www.hbs.edu/faculty/Pages/item.aspx?num=26880 [Accessed: 15 April 2026].
Mitchell, R. and Israelsen, T. (2022). Bailey Technology Solutions: family business, institutional trust, and counterfactual thinking in a small business. pp. 1-5.
O’Neilb, D. A. and Harkins, D. L. (2026). Exploring Leadership, Culture, and the Dynamics of Collective Empathy: A Nonprofit Case Study. Human Service Organizations: Management, Leadership & Governance, 50(2), pp. 210-227.
Stone, D., Patton, B., and Heen, S. (2010). Difficult Conversations: How to Discuss What Matters Most. s.l.: Penguin Publishing Group.
Tiniç, M., Şensoy, A., Demir, M. and Nguyen, D. K. (2026). Broker network connectivity and the cross-section of expected returns. Annals of Operations Research.
Wolff, H.-G. and Moser, K. (2009). Effects of networking on career success: a longitudinal study. J Appl Psychol, 94(1), pp. 196-206.
Assignment Requirements
Critically reflect on what kind of leader you want to become in the future by further developing your leadership and people skills, interweaving personal reflection and theories learned in the module. And consider how you can impact others in society through your leadership.
This assignment is extremely important for improving my overall GPA. I expect a high-quality, well-structured, and critically strong paper that meets First Class (70%+) standard at Warwick Business School
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