In addition to this, other aspects that I consider critical in relation to leadership regards how I learn as well as the kind of environment that I am able to work best in. To begin I find it easier to learn by doing rather than learning by talking. In other words, I have realised that I am able to easily internalise and better understand concepts by doing rather than by talking or simply listening. Speaking from this point of view, I often find myself using practical examples whenever engaged in group work. In reference to Marsick and Watkins (2015), people who learn by doing often prefer experimenting with the subject matter through trial-and-error experimentation. In this case, by doing something, such people are able to distinguish what works and what does not work and as such, internalise the knowledge and insights gained from the learning process. For instance in my case, whereas I have been taught on numerous occasions on how to write business reports, I found out that it was easier for me to understand how to write reports by actually writing them rather than just listening and reading about different concepts of report writing. With regard to work environment, I find it easier to work in a less stressful environment. In this case, I value proper planning of activities and following specific processes rather than just working on sporadic activities that puts pressure on me. Therefore, as a leader, I think being proactive is one of my critical strengths rather than being reactive to situations.
除此之外，我认为与领导有关的其他方面也考虑到我如何学习以及我能在其中发挥作用的那种环境。首先，我发现从做中学比从说中学更容易。换言之，我已经意识到，我能够通过做而不是说或简单地听，轻松地将概念内化并更好地理解。从这个角度讲，我经常发现自己在从事小组工作时使用实际例子。参考Marsick和Watkins（2015），在实践中学习的人通常更喜欢通过试错实验对主题进行实验。在这种情况下，通过做一些事情，这些人能够区分哪些有效，哪些无效，从而将从学习过程中获得的知识和见解内化。例如，在我的案例中，虽然我在很多场合都被教过如何撰写商业报告，但我发现，通过实际撰写报告，而不仅仅是听和读不同的报告写作概念，我更容易理解如何撰写报告。关于工作环境，我发现在压力较小的环境中工作更容易。在这种情况下，我重视正确的活动规划和遵循特定的流程，而不仅仅是从事给我带来压力的零星活动。因此，作为一名，我认为积极主动是我的关键优势之一，而不是被动应对。
Apart from my strengths and how I perform in relation to leadership, I have a number of values that inform and shape my involvement in leadership. To begin with, one of the core values that shape and inform my involvement in leadership is trust. From my personal point of view, I think as a leader, it is difficult to lead and influence people without the element of trust. In this case, as a leader, I think I need to trust the people I am leader while on the other hand, the people I am leading needs also to trust me. In their analysis on the element of trust as a value in organisations, Caldwell and Dixon (2010) argue that the prerequisite to empowering employees within an organization begins with establishing trust both among employees as well as between the leadership and employees. With this in mind, trust shapes my involvement in leadership in the sense that it creates a platform for me to seek to establish relationship between different entities within a group or a team as a way to create trust and as such, empower each other. For instance, during the forming stage of a groups during the course, I often encourage the group or team members to seek to know each other, thus breaking the ice between them, enhancing trust, and as such, creating a platform to enhance our performance levels. I also found out that I was unwilling to take leadership roles in teams or groups that members had little trust towards each other.
除了我在领导力方面的优势和表现外，我还有许多价值观，这些价值观影响和塑造了我参与领导力的过程。首先，影响我参与领导力的核心价值观之一是信任。从我个人的观点来看，我认为作为一名，如果没有信任的因素，很难领导和影响他人。在这种情况下，作为一名，我认为我需要信任我领导的人，而另一方面，我领导的人也需要信任我。考德威尔和狄克逊（2010）在分析组织中的信任价值要素时认为，在组织内赋予员工权力的前提是在员工之间以及领导层和员工之间建立信任。考虑到这一点，信任塑造了我参与领导力的方式，即它为我创造了一个平台，让我在团队或团队中的不同实体之间建立关系，以此来建立信任，并以此来相互授权。例如，在课程中的团队形成阶段，我经常鼓励团队或团队成员寻求相互了解，从而打破他们之间的僵局，增强信任，从而创造一个平台来提高我们的绩效水平。我还发现，我不愿意在成员之间缺乏信任的团队或团体中担任领导角色。
Similarly, I value the aspect that every person is important irrespective of their status, background, race or personality traits among other factors. Therefore, I think every person has a role to play in society and as such, each needs to be given a chance to play such roles. With this in mind, the aspect of valuing each person as important has enable me to focus on creating a platform as a leader for each person to make contributions whenever we are involved in team or group work. In addition to this, by valuing every person in my life, I have found that it is easier to interact with people from different backgrounds and personalities as a leader, without forming biased perceptions towards them. This aspect is emphasized by Cheruvelil et al. (2014) who observe that highly productive and effective teams are nurtured when diversity in emphasised and effectively fostered in such teams. Furthermore, Han, Jian and Brass (2014) reiterate that teams that promote diversity in the interactions of their members have strong knowledge generation and management foundations and as a result, they had enhanced creativity levels as compared to teams that undermined diversity in their team member interactions. With this in mind, I think as a leader, I am able to effectively work in a diverse work environment.
同样，我重视每个人都是重要的这一方面，不管他们的地位、背景、种族或性格特征以及其他因素如何。因此，我认为每个人都应该在社会中扮演一个角色，因此，每个人都应该有机会扮演这样的角色。考虑到这一点，重视每个人的重要性使我能够专注于创建一个平台，让每个人在参与团队或小组工作时都能做出贡献。除此之外，通过珍视我生命中的每一个人，我发现作为，与来自不同背景和性格的人互动更容易，而不会对他们形成偏见。Cheruvelil等人（2014年）强调了这一方面，他们观察到，当强调并有效培养团队的多样性时，就会培养出高效的团队。此外，Han、Jian和Brass（2014）重申，促进成员互动多样性的团队具有强大的知识生成和管理基础，因此，与破坏团队成员互动多样性的团队相比，他们提高了创造力水平。考虑到这一点，我认为作为一名，我能够在多样化的工作环境中有效地工作。