LEADERSHIP & TEAM MANAGEMENT – PORTFOLIO By Guillem Jounou

1. Introduction

This portfolio constitutes a comprehensive analysis of my development as a leader throughout the Leadership & Team Management course. By combining theoretical models, structured questionnaires, feedback from peers, and personal reflection, I have gained a deeper understanding of my leadership identity, strengths and limitations, behavioural tendencies, and ethical foundations.
The purpose of this document is to integrate these insights into a coherent academic reflection that not only describes who I am as a leader today, but also outlines the direction in which I seek to evolve.

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2. Understanding Leadership

My initial conception of leadership was largely intuitive and centred on ideas of responsibility, decision-making, and influence. However, through the course activities—including the Conceptualising Leadership Questionnaire—I have come to recognise leadership as a multidimensional phenomenon involving communication, emotional intelligence, behavioural consistency, ethical judgment, and the capacity to inspire others.

Exercice: Conceptualizing leadership questionnaire

Questionnaire I took at the beginning of the course:

-          Trait emphasis (1, 7, 13, 19): 16  (5 + 4 + 3 + 4)

-          Ability emphasis (2, 8, 14, 20): 11 (1 + 5 + 1 + 4)

-          Skill emphasis (3, 9, 15, 21): 17 (4 + 4 + 4 + 5)

-          Behavior emphasis (4, 10, 16, 22): 12 (3 + 2 + 3 + 4)

-          Relationship emphasis (5, 11, 17, 23): 15 (5 + 3 + 3 + 4)

-          Process emphasis (6, 12, 18, 24): 18 (4 + 4 + 5 + 5)

Questionnaire I took at the end of the course:

           Trait emphasis (1, 7, 13, 19): (5+5+4+4)= 18

-          Ability emphasis (2, 8, 14, 20): (4+5+4+5)=18

-          Skill emphasis (3, 9, 15, 21): (5+4+4+4)= 17

-          Behavior emphasis (4, 10, 16, 22): (4+4+5+5)=18

-          Relationship emphasis (5, 11, 17, 23): (5+5+4+4)=18

-          Process emphasis (6, 12, 18, 24): (4+5+5+5)= 19

2.1 Best Everyday Leader – My Father

Among the leaders I have encountered personally, my father stands out as an exemplary everyday leader. He combines ambition with humility, and emotional intelligence with firmness. His ability to remain composed under pressure, listen attentively, and articulate guidance in a constructive and respectful manner creates an atmosphere of trust and psychological safety.
He demonstrates leadership through behaviour rather than authority, which has shaped my understanding of leadership as a practice rooted in fairness, consistency, and humanity.

2.2 Worst Everyday Leader – Former Hotel Director

In contrast, a former hotel director with whom I worked embodied a counterproductive leadership style characterised by disrespect, authoritarianism, and emotional insensitivity. His approach created an environment of tension, reduced motivation, and unnecessary stress. This experience offered a concrete illustration of how leadership failures can damage organisational culture and individual well-being.

2.3 Leader I Admire – Rafael Nadal

Beyond my personal environment, I greatly admire Rafael Nadal as a public leader. His consistency, discipline, humility, emotional control, and respectful conduct—both in victory and defeat—reflect qualities I consider essential for sustainable leadership. His example has reinforced my belief that genuine leadership is grounded in values rather than status.

2.4 Evolution of My Conception of Leadership

Comparing these three figures enabled me to identify the characteristics I most value in leadership: fairness, integrity, emotional intelligence, humility, and behavioural coherence. As a result, my conception of leadership has shifted from a role-based view to a relational and ethical approach that emphasises influence, example, and responsibility.

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3. The Leader in Me

Throughout the course, I engaged in several self-assessment tools (Trait questionnaires, VIA Character Strengths, Goleman’s Leadership Style Questionnaire) that offered insights into my leadership tendencies.

Exercice: Leadership traits questionnaire

The results show a strong and balanced leadership profile. High scores in communication, perception, persistence, and empathy indicate that I work well with others and stay focused on goals even when facing challenges. I also show reliability, friendliness, and strong social skills.

Exercice: Goleman leadership style questionnaire

Read the following statements and against each statement allocate a score: 

 

• This is always true of me: 4 points 
• This is often true of me: 3 points 
• This is true of me 50% of the time: 2 points 
• This is generally untrue of me: 1 point 
• This is totally untrue of me: 0 points

1. My team trust me implicitly → 4

2. I spend a lot of my time getting buy-in to ideas from my team members → 4

3. I expect people to do as they are told, without questioning my motives → 1

4. I am more interested in setting long term goals than in being involved in detailed day to day work → 3

5. I delegate challenging assignments, even if they will not be accomplished quickly → 4

6. I would prefer that team members be happy in their work than spend my time correcting each fault → 3

7. I exemplify all the standards that I expect from my team → 4

8. I believe in investing time in people → 4

9. I translate the organisation’s strategy into terms that the team can understand → 4

10. People who do not do what their leaders tell them deserve to be reprimanded immediately → 0

11. I work hard to create a strong sense of belonging for all the team → 4

12. I think that we can all get a good deal of insight into an issue if we discuss it as a team → 4

13. Work should be very task-focused → 2

14. I spend time helping staff to identify their own strengths and areas for development → 4

15. I believe that decision-making in the organisation should be top down → 1

16. I give my team the leeway to take calculated risks and be innovative, once I have set out the direction they should take → 4

17. I try to set a vision and get staff to come along with me in creating that vision → 4

18. I am not convinced the team will work with initiative if I don’t demonstrate what to do and how to do it → 2

19. I work hard to establish strong emotional bonds between myself and my team → 4

20. I give plentiful instruction and feedback → 3

21. I hold a lot of meetings with my team to ensure that they are happy with the way that the team is working → 3

22. I know what is best for my team and expect them to do what I ask → 1

23. Collective decision-making is the most effective form of decision-making → 4

24. I identify poor performers and demand more from them → 3

25. If people do not perform well enough I believe they should be quickly replaced → 1

26. If I believed an existing system was hampering good work, I would have no hesitation in getting rid of it → 4

27. In giving feedback I look at the extent to which a person’s work has furthered the group vision → 3

28. I encourage people to create long-term development goals → 4

29. I give my team members regular feedback on their performance → 4

30. I set out where I want the team to get to, and expect them to use their initiative in getting there → 4

31. I believe that we can always find ways to do things better and faster → 4

32. I make agreements with my team about their roles and responsibilities and enact development plans → 4

33. I give the team freedom to achieve our goals → 4

34. I believe in letting the team have a say in the way the team is managed → 4

35. I have great self-control and expect to use my initiative alone in managing others → 3

36. I think that team members should have a say in setting goals and objectives → 4

 

Coercive	Pacesetting	Democratic	Coaching	Affiliative	Authoritative
3 → 1	7 → 4	2 → 4	5 → 4	1 → 4	4 → 3
10 → 0	13 → 2	12 → 4	8 → 4	6 → 3	9 → 4
15 → 1	18 → 2	21 → 3	14 → 4	11 → 4	16 → 4
22 → 1	24 → 3	23 → 4	20 → 3	19 → 4	17 → 4
25 → 1	31 → 4	34 → 4	28 → 4	29 → 4	27 → 3
26 → 4	35 → 3	36 → 4	32 → 4	33 → 4	30 → 4

Totals

Style	Total Score
Coercive	8
Pacesetting	18
Democratic	23
Coaching	23
Affiliative	23
Authoritative	22

 

3.1 Self-Characterisation

If described by a close observer, my leadership style would likely be defined as balanced, structured, and empathetic. I tend to assume responsibility in group contexts, offering organisation and stability while also ensuring that all voices are heard. I prefer to lead through example rather than imposition, and I value mutual respect as the foundation of group collaboration.
At the same time, I acknowledge that my relative youth and limited professional experience sometimes generate doubts in decision-making, which I am actively working to address.

3.2 Strengths

The VIA Strengths Survey and my own reflections converge on several key strengths:

• Fairness: I strive to consider all perspectives and ensure equitable treatment.

• Empathy: I demonstrate sensitivity to the emotions and needs of others.

• Responsibility: I take commitments seriously and pursue high standards.

• Perseverance: I maintain effort even in demanding circumstances.

• Humility: I remain open to feedback and recognise my areas for improvement.

These strengths form the core of my leadership identity.

3.3 Weaknesses and Strategies for Improvement

One of my primary limitations is a tendency to overthink decisions, especially when outcomes may affect others. This may result in slower decision-making or unnecessary self-doubt. To mitigate this, I employ strategies such as prioritisation, time-bounded decision windows, and seeking targeted input from team members.

3.4 Leadership Orientation

According to McGregor’s Theory X/Y, I identify strongly with Theory Y, believing that people are inherently motivated and capable when properly supported.
In terms of orientation, I lean slightly more toward relationship-orientation while maintaining a solid concern for task achievement. On Blake and Mouton’s Managerial Grid, I would position myself around (6,7), where consideration for people coexists with a commitment to performance.

3.5 Goleman Leadership Styles

My results on Goleman’s questionnaire indicate that my dominant styles are the Coaching, Democratic, and Affiliative styles. These are congruent with my interpersonal strengths and are especially effective in collaborative, innovative, and emotionally sensitive contexts. I was not surprised by these results, although I recognise that developing greater Authoritative or Pacesetting capacities could benefit me in high-pressure or decisively strategic contexts.

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4. Feedback From Others

To complement self-reflection, I solicited feedback from three individuals who know me well. Their responses provided a valuable external perspective.

4.1 Strengths Identified

Across the three accounts, several recurring themes emerged:

• Effective communication, particularly my ability to explain ideas clearly and listen actively.

• Empathy and emotional support, which contribute to a positive interpersonal climate.

• Adaptability and problem-solving, especially in uncertain or evolving situations.

These perceptions are broadly consistent with my self-image.

4.2 Differences and Contradictions

However, some nuances differed from my own perception. For instance:

• One individual noted that my communication, while usually clear, can occasionally become “too structured,” giving the impression of formality in informal contexts.

• Another mentioned that my tendency toward high standards sometimes leads me to take on excessive responsibility instead of delegating efficiently.

These observations were constructive and helped me identify subtle areas for growth.

4.3 Weaknesses Identified

The weaknesses highlighted included perfectionism, occasional reluctance to delegate, and a tendency to become overly focused on process details. These are aligned with my self-identified patterns, thus reinforcing their validity.

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5. Situations That Favour My Emergence as a Leader

I typically emerge as a leader in settings that require coordination, clarity, and emotional intelligence. Examples include cross-functional academic projects, situations involving time pressure, and contexts where communication plays a central role. I am particularly effective in environments that encourage collaboration and innovation.

My leadership tends to be most effective when followers exhibit openness, willingness to participate, adaptability, and a proactive attitude.

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6. My Aspirational Leader Identity

In envisioning my future professional self, I aim to develop into a transformative leader capable of inspiring collective engagement, fostering a supportive team culture, and guiding strategic initiatives.

I picture myself leading a team characterised by diversity, open communication, and a strong sense of shared purpose. I aspire to mentor others, promote creativity, and facilitate continuous learning within the organisation. To achieve this, I intend to pursue leadership development opportunities, cultivate strategic thinking, and strengthen my ability to balance task and relational demands.

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7. Leading Teams – Belbin Roles and Team Dynamics

7.1 My Belbin Profile

After completing the Belbin Team Roles inventory provided in class, my results revealed a distribution of roles that reflects a combination of collaborative, organisational, and action-oriented tendencies. The highest-scoring role in my profile is Coordinator (≈12), followed by Team Worker (≈9) and Specialist (≈8).
In contrast, my lowest score is Monitor Evaluator (≈3), suggesting that analytical detachment and critical evaluation are less prominent in my natural behavioural repertoire.

The full distribution of roles is displayed in the radar chart I generated based on the official questionnaire results:

7.2 Interpretation of My Role Distribution

My strongest roles, Coordinator and Team Worker, are consistent with my tendency to promote cohesion, facilitate communication, and encourage balanced participation within the team. The prominence of the Specialist role indicates that I also value depth of knowledge, accuracy, and technical contribution when necessary.

Interestingly, my Shaper score (≈7) is relatively high, highlighting a capacity for driving action and maintaining momentum when the group risks stagnation. This introduces a more energetic and assertive dimension to my leadership profile that complements my relational strengths.

The limited emphasis on the Monitor Evaluator role suggests that I am less naturally inclined toward detached critical assessment or highly analytical decision-making. This is an area in which I can grow in order to bring more evaluative rigour to team processes.

7.3 Team Composition and Effectiveness

In the group project, our team benefitted from a balanced presence of social, organisational, and action-oriented roles. Although some functions (such as Monitor Evaluator or Plant) were less dominant across members, the distribution as a whole enabled us to achieve stable collaboration and adequate performance.

Given my Coordinator and Team Worker strengths, I often assumed responsibilities related to organising tasks, facilitating meetings, and maintaining group cohesion. My Specialist and Shaper scores also manifested themselves in moments when deeper focus or faster decision-making were required.

7.4 Conflict, Cohesion, and Lessons Learned

I would describe the team as highly cohesive overall, although we experienced a minor conflict regarding the uneven distribution of tasks during the early phase of the project. This conflict involved differing expectations, emotional reactions, and interdependence—thus meeting the criteria of a genuine team conflict rather than a superficial disagreement.

By addressing the issue openly, redistributing responsibilities, and clarifying roles, the group restored balance effectively. This episode reinforced the importance of communication transparency, shared responsibility, and emotional awareness, especially for leaders with profiles like mine that prioritise relational harmony.

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8. Ethical Leadership

Ethical leadership, in my view, is grounded in integrity, fairness, and transparency. These three values shape my decision-making and interpersonal behaviour.

I once worked with a destructive leader who exhibited a profound lack of empathy. This resulted in frustration, demotivation, and a decline in team morale. Observing the consequences of such behaviour strengthened my commitment to ethical conduct.

If confronted with destructive leadership again, I would take a responsible stance: attempt a private conversation with the leader, support team members, and escalate the situation if necessary to protect collective well-being.

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9. Conclusion

This portfolio has allowed me to synthesise a significant amount of personal and theoretical learning. My understanding of leadership has evolved from a simplistic notion of responsibility to a complex, relational, and ethical perspective grounded in self-knowledge and continuous development.

I now define myself as a leader who combines ambition with empathy, fairness with discipline, and humility with a commitment to growth. While my journey is still evolving, I possess a strong foundation, a clear vision for my future leadership, and a willingness to continue refining my skills responsibly and thoughtfully.