In completing my Learning Plan packet, I would agree that I have achieved my competencies and personal objectives to the best of my abilities, however, not to the fullest potential. I only say this because I believe that improvements can always be made and there are always things to learn in order to better yourself as an individual at any job or company with any position, title, or leadership role. It proves very helpful to be able to sit down and identify areas of improvement and change that you wish to instill in yourself, but the business as well. 

The four competencies I chose were values-based leadership, dialogue in community, project management, and critical reflection. Tracking these competencies over time has allowed for the ability to recognize the change and progress I have made in the last semester. I also believe that this process has allowed my supervisor to better guide me in the right direction and tailor her advice directly to areas of improvement I may have had. Tracking my progress with my chosen competencies offered an incentive for myself. I found myself wanting to do better and be better not only for myself, but for my team at Felice's. I think that this is what convinced me that tracking these competencies can prove to be an extremely successful means of recognizing personal development and change. It even helped with identifying where the staff could improve and how the competencies that I chose could further this process. 

While exploring my leadership style, in conjunction with the material covered in this course, I have identified with two leadership theories found in Exploring Leadership, Chapter 2: transforming leadership theory and adaptive leadership theory. According to James MacGregor Burns, the transforming leadership theory is defined as a "process where leaders and followers raise one another to higher levels of morality and motivation" (Exploring Leadership, 18). At Felice's, we are constantly bouncing ideas off of each other in the hopes that we can bring one of them into fruition. We cannot succeed at Felice's with just one leader alone. It takes a first follower to band together with the leader in order to encourage more to join through motivation and morality like Burns stated. The second leadership theory, adaptive leadership theory, is defined as "an interactive event in which knowledge, action preferences, and behaviors change, thereby provoking an organization to become more adaptive" (Exploring Leadership, 74). Like I stated earlier in my eportfolio, Felice's is a constant changing atmosphere inherently, which means that we must change along with it. With the changing environment comes changing ideas, guidelines, and promotions that help shape Felice's into what it is now. With this leadership theory I would say that every single staff member at Felice's could identify as a leader. It takes everyone to come together in order to adapt and enact change. 

These theories perfectly aligned with the way I see myself and my team members as leaders within Felice's. The staff is constantly offering innovative ways to make Felice's excel!