Assignment:
Leadership Development Reflection: Feedback
Purpose:
The purpose of this assignment is to allow the future behavior analysis leader the opportunity to reflect on the Module readings (text/s and articles) and viewings (including Relias and other viewings listed in the schedule) as they relate to their own current or future leadership. For each reflection, the following minimum requirements must be met: Need Assignment Help?
- The reflection must be written in narrative form, with clear paragraph and sentence structure, appropriate grammar and punctuation, professional academic tone, and written at a graduate level.
- The reflection must be a minimum of two full, double spaced pages in length (12 point font and 1 inch margins). Headings are not required but are recommended. The paper must also include a COVER PAGE, which does not count toward the page limit.
- The reflection must cite at least FOUR sources from the CURRENT module and may include additional sources as the student wishes to share. These may be from the textbook(s), the Perusall articles, Relias, the viewings, or other sources the student may be familiar with (other articles, other viewings, other books, etc.). A reference page is NOT required except if the student includes a reference to a source that is not part of this course. In such a case, a reference list in APA format must be included.
- Each reflection will be related to a different theme for that Module and the reflection must respond to the included prompts in their reflection.
SPE 530 How to cite for Leadership Portfolio
Activity Details:
Review all Module materials including text chapters, lectures, Perusall readings, Relias (as applicable), and viewings before attempting to respond to this reflection assignment. Please review the requirements above prior to submitting.
Reflection Prompts:
1. In a field all about behavior, the performance of others is critically important, and as such, appropriately provided feedback is crucial. Think about the types of feedback that you receive from those who are in a supervisory position over you. Describe the things you like and dislike about receiving feedback. Consider the following:
a. Location
b. Immediate/later
c. Public/private
d. 1 on 1/group
e. Verbal/written
f. Ratio positive to negative
g. Emotions of the feedback giver
h. Tone of the feedback giver
2. If you are in a position in which you are required to provide feedback to others, describe how you do so, considering the same topics as in the first prompt (e.g., location, etc.). There may be times when it varies, so give detailed examples of why you may choose a different style or delivery in certain situations. If you currently are not in such a position, describe how you would want to do so, perhaps in a future leadership position.
3. As behavior analysts, we focus on observable and measurable behavior. We also recognize that our ability to get along with others in a professional manner is important to our success as leaders in our field. The concept of emotional intelligence (EQ) is one commonly discussed in leadership in other fields. Although EQ is not a behavior and is instead a hypothetical construct, it may be necessary when we are providing feedback to those we lead. Take this Emotional Intelligence Test to learn more about how emotionally intelligent you are and how well you read the emotions of others. Are the results what you would have expected for yourself, why or why not? Describe why the hypothetical construct of "EQ" is important for a behavior analysis leader, especially when it comes to providing feedback. In other words, despite the fact that "emotional intelligence" is not an observable behavior, what aspects of the skills of empathy and reading others' behaviors could be useful when providing feedback to others? You may speak more broadly and generally or you may feel free to describe one or more situations in which you observed a lack or a lot of EQ on the part of someone providing feedback and its impact on the other person's performance.
4. Are there any aspects of the feedback that you provide that you would like to improve upon? Describe in detail any improvements you want to make, why you want to make them, how they will improve performance of others, and how you plan to make these changes. If you are not presently in a position that requires you to give feedback, think hypothetically to the future and reflect on how you would like to one day provide feedback.
References:
Bacotti, J. K., Grauerholz-Fisher, E., Morris, S. L., &Vollmer, T. R. (2021). Identifying the relation between feedback preferences and performance. Journal of Applied Behavior Analysis, 54, 668-683.
Daniels, A. C., & Bailey, J. S. (2014). Performance management: Changing behavior that drives organizational effectiveness (5th ed.). Aubrey Daniels International.
Haumanfar, R. A., Fryling, M., &Alavosius, M. P. (2022). Organizational behavior management and leadership: A behavioral systems approach to organizations. Routledge.