Each member of the team received timely and positive feedback on their work. In addition, I made myself available to each team member so that they could voice any issues or concerns that they had. In doing this, I received a few team members and was able to offer my support, either in the form of a pep-talk, positive feedback or in the form of helping them to resolve a problem. I believe that at no point did a team member feel that they did not have my support. I believe I performed adequately on the issue of confrontation. The project went relatively smoothly, so there were few instances where confrontation was required. However, the sense that I have with respect to my performance was that I was still somewhat weak on the issue of confrontation. My emphasis on support was driven in part by my desire to avoid having to deal with a confrontational issue. I did not, as a result, use constructive confrontation as often as it may have been warranted. I also felt that my team may not have responded well to my version of constructive confrontation. I still lack experience in this area and consider it the weakness that I most need to work on.

With regards to energizing, I feel that the team was quite energized. From the beginning, I conveyed tremendous enthusiasm for the project. This "roll-up-the-sleeves" attitude rubbed off on the team and the work went quite smoothly. I fostered a positive atmosphere, such that whenever team members met they were smiling and feeling good about the work they were doing. The results were better...

I feel that I successfully raised my energy level and the team responded positively to this.
Overall, I feel that I made great strides as a leader. I believe that I was able to create a supportive, energetic environment. In one sense, I feel that I still have room to grow as a leader because the lack of adversity on the project did not give me the opportunity to adequately build my skills in constructive confrontation. However, in another sense I feel that if the project does well and there is no need for such confrontation that signals success with respect to building a supportive, energetic atmosphere around the team. I understand that for myself there is still room for improvement in some areas, but certainly the results were strong enough that I can feel good about my development as a leader.

Works Cited:

Lock, Craig. (2007). Fifteen Inspiring Qualities of Leadership. ICBS. Retrieved August 12, 2009 from http://www.icbs.com/Kb/inspiration/kb_inspiration-15-inspiring-qualities-of-leadership.htm

Buyers, Robin. (1999). Taking and Supporting Leadership. Christian Peacemaker Teams. Retrieved August 12, 2009 from http://www.cpt.org/files/TB%20-%20Taking%20&%20Supporting%20Leadership.pdf

Hoover, John & DiSilvestro, Roger. (n.d.). Constructive Confrontation and the Bestsellers. Retrieved August 12, 2009 from http://www.constructiveconfrontation.com/bestsellers/index.php