¶ … Reflexivity in a Leadership Context According to Ann L. Cunliffe (2004) in her article "On becoming a critically reflexive practitioner," effective managerial practice demands an existential understanding of the implications of leadership beyond conventional business theory of 'what works' and what 'doesn't work' in practice. The manager must have a clear understanding of who he or she is and his or her effect upon others. There is no single way to manage and the process is highly dependent upon the social context in which the manager's decisions are taking place. Critically reflexive practice also requires that the leader understand that two people do not always inhibit the same reality: they perceive the world differently, based upon their past experiences. When a leader is giving advice to a subordinate or a colleague, there is no objective 'truth;' rather both parties will look at the world and the problem from their own unique perspectives. This challenges conventional managerial literature which tends to see managers as always knowing the right way to proceed, and meaning that they merely have to overcome potential resistance from followers to fulfill organizational goals. Reflexive practice counsels us that managers can also learn from followers.

The relative nature of truth is also manifested in the realities of the sales field. I have learned from my current position in...

That is why my company must keep market data on customer perceptions and buying habits. No good sales manager could say: "I base all of my decisions upon my own personal beliefs." Rather, the manager must abandon his or her cherished assumptions about what he or she desires -- or what 'common sense' wisdom tells him, or even past data alone -- and try to get in the minds of customers and project into the future.
Over the course of my career in the automotive industry, I have slowly become a more reflexive practitioner, which has improved my career and my managerial style. I worked for Mercedes Benz for more than fourteen years. When I first began at the company, I tended to 'tell' my subordinates what to do, rather than explain to them why they needed to do something. I thought that showing leadership qualities meant seeming strong at all times, and thus I had trouble relaxing and 'sharing' information with them, which is essential to create a rapport between a manager and his employees. A manager is not someone who simply knows what to do; the manager must also know how to make other people want to do it.

Cunliffe describes reflexivity as noticing the small details of life -- sometimes, even noticing something as mundane as how you cross your arms can go unnoticed…