Critical Assessment of Personal Leadership Capabilities and Future Development Needs of Oman Electric Transmission Company

Critical assessment of the Seven Leadership Mindsets Theory has facilitated me to categorise my individual leadership skills based on the levels mentioned within the Spiral Dynamics. I have realised that my leadership traits somewhat lie in between the turquoise and green colour theme depicting holistic and socio-centric thinking mindsets (See Appendix). through the socio-centric thinking approach, I foster collectivism and a participative approach while holistic approach enables me to promote spirituality, harmony, and holism given the fact that I am highly culture-oriented person who is aimed to promote wisdom. Socio-centric people are highly focused on promoting well-being of a wider community due to high indulgence of emotional attachment and responsiveness (Beck and Cowan, 2014). My leadership approach based on socio-centrism is to promote collectivism through a participative nature to promote empowerment and encouragement at the individual level. Nevertheless, there are certain drawbacks and limitations that I have to face with the integration of socio-centric approach as I have experienced that many times, this trait has limited my own voice specifically when working in large teams. In this regard, it is imperative for me to improve my critical thinking skill to let my opinion be heard with strong and valid points which serve to benefit the organisation as a whole.

I also tend to exhibit a holistic trait like the other half of my leadership personality which has assisted me to maintain a balance between different perspectives to analyse the situation from multiple perspectives while envisioning the long-term benefits offering greater good to the wider community. On contrary, this approach often leads me to the formulation of a highly materialistic environment where the business perspective or the success strategies are overshadowed by the benefits of the wider society as a whole. Therefore, I need to analyse things with a more holistic approach to promote equal importance and benefits for the organisation and environment as a whole.

Given the stance of my leadership style and organisational leadership effectiveness as a whole, I have identified some major challenges associated with OETC. Currently, the company is facing a major challenge with respect to language barrier. The entire business operation on the site is conducted in the local Omani language which makes it difficult for the foreign national workers to understand the command of the managers. Since the top management of OETC is all Omani nationals with little expertise in English language, this problem has interfered with the effective communication and transmission of messages throughout the organisational structure. Although this problem is not directly related to the selection of the leadership style, it has the potential to intervene in the rapid growth and success of the company. For this purpose, I would suggest the key actions promote a path of future sustainable success. This is based on the provision of advanced training and development to the top managers as well as the foreign nationals in terms of promoting a bi-linguistic approach to perform the key operations within OETC. According to the research of Hogan-Brun (2017), employees who speak more than one language are better in offering creativity and multi-tasking while offering dynamic and flexibility in the communication processes. Multi-linguist people are more inclined to rational decisions based on cognitive growth and development. In this context, focusing on improving the language efficiency of the employees and the top management of OETC would enable in improving the individual and organisational performance through enhanced decision-making leadership skills.

Another major issue that I have frequently witnessed at OETC is a high focus on the personal gains which reflects the egocentric nature and thinking of the people. Although, this issue is limited to a small number of individuals within the company, however, it has the potential to disrupt the effectiveness of the entire organisation. Griffin et al., (2014) highlighted that egocentric nature in the organisation leads to oppression, dictatorial, and controlled environment which hinders in the empowerment and encouragement of the employees. Egocentrism is destructive in nature and needs to be eliminated to prevent high levels of employee demotivation. In the similar, manner, I would recommend OETC to identify the potential causes leading to the growth of egocentrism within the organisation. Fulfilling the needs and demands of the people is necessary to limit the spread ego-centric approach. In this manner, it is imperative for OETC to conduct regular surveys to assess the problems and concerns of the employees and offer adequate support to overcome the underlying challenges. Also, training is suggested to promote the effectiveness and importance of sociocentric approach which offers long-term benefits for a wider community.