The principles of good leadership according to different leaders may vary, but are often centered on character traits which too can vary. My personal leadership philosophy is centric around what opportunities and possibilities I can find that will allow me to help affect change at a more executive level for the organization in order to make every attempt to make our organization better as a whole.
In short, true or great leaders are the ones who put serving first and leading second. Through this, they can be able to achieve results for their organizations by giving priority attention to the needs of their colleagues and to those whom they serve. In short, true leaders need to be more concerned with helping and serving their people so that they can develop, succeed and grow. Instead of being interested in achieving their personal needs and desires, using their leadership
But first, you should have clarity of your own identity and knowledge. Once you have your own foundation with being a leader, I think that as a leader you can transition and understand the behavior of others that may be on your team. When acknowledging others on the team, I think that it is important to identify strengths and weaknesses of others and the team. As you can see, I have outlined what I believe makes a great and effective leader. My philosophy paper will help guide my actions, behaviors, and thoughts.
A Teachable Ethical Concept McMahone and Hardin-Baylor (2012) explore benefits of using a widely recognized a leadership style in organizations called servant leadership” to provide a systematic training approach that could help organizations to encourage ethical practices in their work environments. Keith (as cited in Spiro, 2011) believes that this style is about the focus on identifying and meeting needs of others in the organization, instead of the focusing self-interests and maximizing individual benefits of leaders like power, fame, and wealth. Spiro (2011) highlights that becoming a servant leader require developing the habits 1. build this style of leadership into the founding organizational values of. 2. recognizing your own strengths and weaknesses and their impact 3. Developing a flatter organizational structure 4. listening to the people around well.
These abilities are “profoundly goal-directed: to make their work efficient and to enhance their tips.” (p.10). As a line cook in a restaurant, I would agree with Rose’s argumentation that the intellectual abilities required to be a waitress are overlooked in the workforce. However, it could be argued that the back-of-house staff (line cooks, prep cooks, dishwashers, etc.) require the same intellectual abilities, yet we are not given as much credit for our work. I believe that Rose fails to recognize the importance of the chefs, who must prepare food that is aesthetically pleasing in a timely manner.
The idea of having these people to do work for you so that you can let things happen is really interesting. I also could relate when he talked about hiring people who needed help rather than hiring people to help me. I was previously working as a restaurant manager and part of that is hiring people to work for you. Because of my compassion for others, I often hired people who were in financially difficult situations and hard family backgrounds or situations. I felt that I could help these people out by providing them with a way to help them better these situations through gaining employment.
Yet, the reason that Jeffrey and Adam not having the same goals towards the community does not imply that the Cate Restaurant cannot be a discourse community due to the fact that rather than common goals, they still possess traits that can be identified. These traits can be their threshold level of members to which as Swales says that the more experts in the community teach the new ones, which is what happens at Cate Restaurant as Adam says “ … I was taught by colleagues that work here …” (Adam); meaning that Cate Restaurant, indeed, is a discourse community because a discourse community has experts that teach apprentices, according to Swales, and Cate Restaurant does not exclude this
With tons of practice, I’m now very confident in working at the restaurant. Another skill that needs some work, is staying focused on one topic at a time. An example is organizing a room, I would get so distracted looking through all the items that I would lose focus and start a different task. To help stay more focused, I will manage my time better and to open my mind to the clients. Strengthen this skill will better help my organizational skills.
To avoid personal bias, a leader should not only rely on self-assessment. I refer to Belbin’s team role questionnaire I did in the LPDCM class, feedback from the team, and assessment result from a consultant when I worked as an HR Director, to identify my strengths and weakness. I am aware that I have high work standard, high motivation, enjoy building a partnership, driving execution and innovation to deliver my commitment. However, I should better delegate the task and not to worry too much about the outcomes/perfection, which could result in giving too much pressure to my team. Even though my CP team enjoys our group work, I may stretch them with some pressures for detail and
Different managers have different styles that do not change and are better suited for different tasks. Relationship and task oriented leaders can be distributed depending on the task structure, leader’s position power and their relations with members. In McDonald’s, restaurant managers are mostly task oriented who handle structured task like overseeing sales and controlling profitability. Area (frontline) managers however are more relationship oriented and specialize in unstructured task since the restaurant promotes good working relationship and friendship among each other. These leaders are more qualified as they need to be patient in teaching and building a good relationship with their employees.