Structure The Leadership Report should begin with an introduction that explains why the topic is important and then outlines the purpose and structure of the report. Set the context of your particular leadership issue, explaining clearly what is currently happening – you may wish to refer to literature and policies here and in the following section Analyse the situation in more detail, using concepts, theories, and policies discussed in this module. Through this reflection and analysis, make it clear which aspect/s of leadership could be improved. Discuss how you have or will set out to improve the leadership situation – refer back to the key issues you identified in the context and ensure you construct a logical argument. Conclude and summarise your argument, stating clear recommendations for improving this leadership issue. You may also want to relate this to your broader organisation, if applicable. Provide a personal reflection on your own involvement or contribution to this leadership issue and relate this to your own leadership development plan. Describe your leadership development goals in a way that is Specific, Measurable, Achievable, Realistic and Timely. Presentation Guidelines Ensure that pages of the essay are numbered and that you have included the number of words at the end (excluding reference list, tables and diagrams). Please use 1.5 spacing and a font size of at least 11. MY INTRODUCTION Within this essay i intend to critically analyse an incident relating to team leadership that I had observed whilst working in an independent school. I intend to concentrate on the issues of conflict within a team, leadership issues related to conflict management and.............. The situation that occurred was observed whilst observing a close colleague who the author had worked with previously become the newly appointed nurse manager of a medical centre within a large private boarding school. The nurse concerned had several years experience of leading her own practice autonomously but this was her first management position. The team she was employed to manage was one of seven nurses who had worked at the aforementioned school for several years. The could be described as a well established team all employed on equal contracts with none clearly defined as a team leader or nurse manager. The medical centre followed a traditional medical model with the school doctor perceived as the leader. It was the school doctor who originally decided that the nursing team was in need of nursing leadership and was the instigator in appointing the new nurse manager. Prior to the new manager’s appointment there was very little discussion sought with the nursing team. One of the nursing team had originally applied for the position of nurse manager but had been turned down in favour of the new applicant. Within the first several months of appointment the communication between the nurse manager and her team broke down considerably. The initial resentment that was nurse manager’s age - being 28 -and that she was the youngest member of the nursing team. This became the focus of disharmony due to the perceived lack of management and life experience of the applicant compared to the rest of the nursing team