This paper is a reflection of my personal leadership development blueprint this quarter. The paper identifies three main attributes that have made me to become a change leader this quarter. The paper concludes by pinpointing some core values that have successfully made this change possible. A change leader can be defined as encouraging people to take risks - to evaluate their core beliefs and worldview - and engage effectively with others (Flanagan, 2014). Apparently, his objective is to guide people towards change so that they can adapt and appreciate it.
There are four main core theories in Leadership; they are “Trait” theory, ‘Transformational’ theory, ‘Situational’ theory and ‘Behavioral’ theory. “Trait” theory refers to people who born with certain specific characteristics; Surgency, Conscientiousness, Agreeableness, Adjustment and intellectance. People born with these characteristics can become a leader easier because they already have what basic requirements of a leader. The trait theory focused on analyzing mental, physical and social characteristic to gain more understanding of what is the characteristic or the combination of characteristics that are common among leaders. Transformational leadership refers to the leader moving the follower beyond immediate self-interests through idealized influence (charisma), inspiration, intellectual stimulation, or individualized consideration.
The theories to be discussed in this book are: Path-Goal theory of leadership, Vroom-Yetton-Jago Decision-making of leadership, Harsey-Bianchard Situational Leadership theory, and Fielder’s Contigency Theory of Leadership. These four were selected because of their relative influence on the leader and the relationship that must be present between the leader and the members. They were also selected because they could help provide the needed foundational frameworks for your leadership
Three key principles that I took away from Major General Bob Dees’ lecture on “Resilient Leadership” is: 1. Make sure your people have a “Vision” – give you people a clear vision for the future end-result/purpose, which will propel them forward with expectation, purpose, perseverance which increases resiliency. 2. Create a “Team” – build your people into a team that consists of interdependent individuals who each bring a unique function toward accomplishing a shared vision and mission. Create a mentality of “we” and not “me.” 3.
This is important in case of conflict or if conflict can be avoided. A leader must also be quick at making decisions. Most of all a leader must model their beliefs and cares in order to be respected by peers ( Kelly & Tazbir, 2013, p. 5-6). I viewed this leader as a transformational leader. She had a vision on how the team should progress through the day.
Introduction Wong cites a “3 Ps” mnemonic as being key ingredients for defining a leader; a leader is a Person who influences People toward attaining a given Purpose (Wong, 2007). A closer dissection of this definition by the student leads to the suggestion of a hypothesis that a leader ought to be part the group which, is united by a common factor from whence he/she can then sway the group in the direction that would benefit collective individual aspirations and or overall organisation objectives. This assertion is confirmed from literature on substance abuse therapy particularly focusing on group therapy that cites that a leader of a group needs to identify with recurrent themes in the group in order to sway those undergoing therapy in a positive direction (towards rehabilitation) (Pollack & Slan , 1995).
According to this theory the best leaders are those who best adapt themselves to the situation. An adaptive leader might look at cues such as the type of task and who is involved in group, to better their judgement. A study on university employees on situational leadership found results that indicated a situational factor in leadership when solving different job tasks (Fernandez & Vecchio, 1997). This theory has an application for the EPP that I took part in, throughout my experience I was faced with tasks that we as a team had to overcome, it became clear that the role of leader changed dependant on the task. An example would be creating the design and speech for the new PowerPoint presentation for recruitment of student staff.
Leader Leader exerts the greatest influence on the team and is responsible for the overall project scheduling and deliverables. Effective leaders must change as the needs of the team evolve. Additionally, leaders understand that their role involves both task roles and responsibilities associated with nurturing the emotional or people component of the team. A good team leader listens constructively to the membership of the results that the team is charged with delivering. Nygren & Levine, (1996), Team leadership represents a third characteristic of effective team performance.
S. Chris Edmonds on April 13, 2015 I strongly believe my responsibility as a leader starts from people and it ends with people. So, I always think about wants and needs of my followers and make ways to meet those wants in order to make their lives successful. Together with them we set goals to be achieved and will seek the right path for the betterment of lives. Convinced of the fact that I have to be a role model to my community
Often, I use a more task-oriented approach to leadership, which can be off-putting to followers. I believe that the Adaptive Leadership Approach will help me achieve my goal to start an alumni chapter because it assumes that a large number of the problems faced in leadership are embedded in interactive systems. Problems are complex, and can change and evolve as relationships do (Northouse, 2016). This model is also useful for this goal because “adaptive leadership clearly describes leadership as the actions the leaders undertake to afford followers the best opportunity to do adaptive work” (Northouse, 2016, p. 292). This idea relates to how sorority alumni chapters work, and the idea that we all have different goals and reasons for wanting to be a part of this group.