The importance of self-reflection for team leaders and their teams

What it’s all about

Regular self-reflection is an important tool for personal and professional development, which is of course also invaluable for team leaders.

Benefits of self-reflection for the team leader

Through reflection, a team leader develops a deep understanding of their strengths and weaknesses. This self-awareness enables them to work specifically on their weaknesses and utilise their strengths more effectively. A reflective leader can thus appear more authentic and act as a role model, which strengthens trust and credibility in the team.

Regular self-reflection enables them to thoroughly think through and analyse their decisions. They recognise patterns in their decision-making behaviour and can therefore make more informed and strategically viable decisions. This leads to better planning and implementation of projects, which in turn has a positive effect on team performance.

Self-reflection also encourages a willingness for continuous personal and professional development. A reflective team leader is open to feedback and willing to learn from mistakes. This willingness to learn is also transferred to the team, which develops a culture of growth and innovation.

Benefits of self-reflection for team members

A manager who is self-reflective creates a climate of trust and openness. Team members feel encouraged to share their own thoughts and feelings without fear of negative judgement. This leads to better overall communication and collaboration within the team.

Through self-reflection, the team leader also recognises the individual needs and potential of their employees. The manager can respond to them in a targeted manner and promote the development of each individual. This increases the satisfaction and motivation of team members and reduces staff turnover.

Self-reflection helps to recognise conflicts at an early stage and resolve them constructively. By dealing with their own emotions and behavioural patterns, they can respond to the concerns of team members in a more empathetic and solution-oriented way. This reduces tensions and promotes a harmonious working environment.

Advantages of self-reflection for teamwork

It also improves team dynamics. The manager recognises the different working styles and personalities within the team and can use these in a targeted manner to optimise team performance. The results are highly efficient collaboration and greater productivity.

Through self-reflection, the team leader develops an awareness of the corporate culture and can actively work on adapting it positively and inclusively for their area of responsibility. A team led by a reflective leader shows significantly higher levels of satisfaction, commitment and loyalty to the organisation.

Last but not least, the manager strengthens the team’s resilience by reacting calmly and flexibly to challenges and changes. The ability to learn from experience and adapt enables the team to be successful and resilient in the face of crises in the long term.

Conclusion

The practice of self-reflection is essential for team leaders to continuously improve their leadership skills and lead their team successfully. A reflective team leader fosters trust and collaboration within the team, supports the individual development of team members and contributes to the creation of a positive and resilient organisational culture. In contrast, a team leader who does not self-reflect misses valuable opportunities for improvement and runs the risk of not fully realising their team’s potential. Therefore, self-reflection should be considered an integral part of every team leader’s daily leadership routine.

Further reading

• Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36-48.
• Schön, D. A. (1983). The reflective practitioner: How professionals think in action. Basic Books.
• Neck, C. P., & Houghton, J. D. (2006). Two decades of self-leadership theory and research. Journal of Managerial Psychology, 21(4), 270-295.
• Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.
• Osterman, K. F., & Kottkamp, R. B. (2004). Reflective practice for educators: Professional development to improve student learning. Corwin Press.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-258). Berrett-Koehler.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Cunliffe, A. L. (2016). “On becoming a critically reflexive practitioner” redux: What does it mean to be reflexive? Journal of Management Education, 40(6), 740-746
• Rodgers, C. (2002). Defining reflection: Another look at John Dewey and reflective thinking. Teachers College Record, 104(4), 842-866.

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