This week, I believe that one who is able to exemplify genuine emotion, heart and vulnerability has to ability to develop profound leadership skills that are built upon values, ethics, engagement and passion. These said skills also allows for the discovery of one's self and one's strengths. Self knowledge and knowledge of others are keys to successful leadership.
Leadership comes in all forms and is everywhere, that is something I've definitely learned and come to terms with recently. There are leaders in family, relationships, the work place, an educational institute - simply everywhere. I believe that the best leaders learn from their mistakes, mistakes in life especially. I also feel as if the best knowledge is gained through the trials and tribulations of relationships, whether with a friend, parent, sister or boyfriend. We learn best from each other. I had a one-to-one with John Yang this week and he shared something that he learned in his human relationships class that really inspired me. He said that he used to believe that "one [person] plus one [person] equals a greater one, an us. When really, one plus one equals two."1 Even though two people are together they are still separate entities. John then went on to explain how his professor compared relationships to infrastructures. "Relationships are like two pillars that support a building. They can't be too far apart, nor too close together, otherwise everything will come crashing down. A small amount of space is necessary." I feel as if this is true for all relationships, and in leadership. If we become too clingy to our significant other or if we pester our coworkers too much, then no one will be motivated to work things out together. And if we are too distant in relationships or partnerships, then a lack of chemistry and teamwork becomes present, and yet again things don't work out. Throughout this semester I have definitely learned to appreciate relationships and experiences and to really just step back and listen. Listening then responding is such a simple concept but we sometimes forget to do so, hindering our ability to communicate and to learn effectively.
1Yang, John. One-to-One. Dec 6, 2011.
This week, I believe that leadership is obtained when one possesses the ability to become vulnerable, and is not quick to judge. One who is also able to exemplify genuine emotion and heart develop profound leadership skills, that are built upon values, ethics, engagement and passion.
This week I was not as inspired in terms of finding a new aspect of defining leadership. Last week I was very moved by the video shown in class for our Five Minutes of Inspiration. I usually develop more emotion for something artistic: music, dance, film, etc. So that video was a great visual representation of inspiration. This week I instead was more directed to a topic very familiar in society - racism. In the book "Why Are All the Black Kids Sitting Together in the Cafeteria?" Beverly Daniel Tatum addresses the idea of racism from the perspective of a caucasian person. Tatum discusses the differences between racism and prejudice, where prejudice is simply "a preconceived judgement or opinion usually based on limited information." On the other hand, racism is "a system of advantage based on race," with predominant favors towards the "white race."1 I personally do not agree with this definition of racism, for I do not emote special treatment for a particular race. I believe that all races are on a equal level and any "advantages" should be earned based upon hard work and commitment, not the color of our skin. However reflecting upon the idea of prejudice, I do agree with Tatum's viewpoint. It is apparent that we are quick to judge based upon first impressions and discretions given off by today's society. This is something I try not to practice and hope that other leaders discourage this behavior, for leaders should be open to all perspectives from all types of people.
1 Tatum, B. D. (1997). "Defining Racism: Can we talk?" Why are all the Black Kids Sitting Together in the Cafeteria? (pp. 3-17). New York: Basic Books.
This week, I believe that leadership is obtained when one possesses the ability to become vulnerable, and is not quick to judge. One who is also able to exemplify genuine emotion and heart develop profound leadership skills, that are built upon values, ethics, engagement and passion.
This week I was not as inspired in terms of finding a new aspect of defining leadership. Last week I was very moved by the video shown in class for our Five Minutes of Inspiration. I usually develop more emotion for something artistic: music, dance, film, etc. So that video was a great visual representation of inspiration. This week I instead was more directed to a topic very familiar in society - racism. In the book "Why Are All the Black Kids Sitting Together in the Cafeteria?" Beverly Daniel Tatum addresses the idea of racism from the perspective of a caucasian person. Tatum discusses the differences between racism and prejudice, where prejudice is simply "a preconceived judgement or opinion usually based on limited information." On the other hand, racism is "a system of advantage based on race," with predominant favors towards the "white race."1 I personally do not agree with this definition of racism, for I do not emote special treatment for a particular race. I believe that all races are on a equal level and any "advantages" should be earned based upon hard work and commitment, not the color of our skin. However reflecting upon the idea of prejudice, I do agree with Tatum's viewpoint. It is apparent that we are quick to judge based upon first impressions and discretions given off by today's society. This is something I try not to practice and hope that other leaders discourage this behavior, for leaders should be open to all perspectives from all types of people.
1 Tatum, B. D. (1997). "Defining Racism: Can we talk?" Why are all the Black Kids Sitting Together in the Cafeteria? (pp. 3-17). New York: Basic Books.
This week, I believe that leadership is built upon a foundation of four pillars: values, ethics, engagement and passion. Putting one's heart in action can result in profound leadership.
Right off the bat, you may have noticed that I have finally changed my four core opinions on leadership. I removed beliefs since, in my opinion, ethics can suffice for this term. Our beliefs should reflect what we deem as ethical, or what is right for ourselves and others, and therefore can be categorized together. I also added a new term, passion, for I believe that nothing can be achieved without emotion and enthusiasm. Our heart often controls our actions, and often trumps our heads (what is logical). But sometimes what is logical, is not always ethical. Here is where our heart likes to take center stage and "represent some version of self-protection, a perfectly natural and reasonable human impulse."1 And this "protection" can have both positive and negative aspects to it. On one hand, protecting ourselves from unethical choices can keep us on a healthy path to our future goals. However, if there is too much protection, we limit ourselves from letting others in, making mistakes, and growing as a person. Kegan & Lehay's article quite intriguing, for I have always had the talent for reading people, and picked up on key signals that both Tom and Helen were giving off right away. Tom had this selfish facade right from the start, and that made me believe that he was acting this way to perhaps protect his job position and the best interests of the company. Helen did not lead her team well, or even construct a team to begin with, because she lacked the confidence and encouragement to carry out the task. Both Tom and Helen overprotected their hearts, and consequently hindered their companies.
1 Kegan, R., & Lahey, L. L. (2001). The Real reason people won't change. Harvard Business Review, 79, 85-92. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=18217059&site=ehost-live
This week, I yet again support my theory that leadership is built upon four core factors: beliefs, values, ethics and engagement. Strength in communication is determined by the strength of the leader, even if that means he or she must step back and observe all other perspectives.
As a leader, it is our duty to take charge to establish organization and structure for our group, but sometimes we must step back and let our partners shine. To reach the full potential of an organization, ideation needs to derive from not only the man in charge but also from those who support, and live, the cause. As discussed in the reading by Heifetz, reaching the "balcony perspective means taking yourself out of the dance, in your mind, even if only for a moment. The only way you can gain both a clearer view of reality and some perspective on the bigger picture is by distancing yourself from the fray."1 This distance allows for the observances of the pros and cons of a company or a group. However, it is highly important that the leader "returns to the dance floor" and establishes change or encourages good strategic behavior through communication. Essentially, communication, engagement and profound values are keys to successful leadership.
1 Heifetz, R. A., & Linsky, M. (2002). "Get on the Balcony." Leadership on the Line: Staying alive through the dangers of leading (pp. 51-74). Boston: Harvard Business School Press.
This week, I support my theory that leadership is built upon beliefs, values, ethics and engagement. Leadership also involves two parts: the individual and the community. Creating a strong sense of community through communication and engagement allows for great leadership and greater results.
I believe that pursing the well-being of a cause or group should be a leaders goal. But, a community is needed to carry out these goals, not just the individual alone. "Leadership is a process rather than a position," and therefore the journey working with others towards a common goal is much more valuable than the needs of the leader.1 To lead effectively, one must create an enjoyable atmosphere for his/her community and followers, since humans tend to work better in a positive and social environment. "[The] connection of emotions, beliefs, and judgments creates our social guidance system," and therefore if a leader can establish a clear vision of beliefs, values and purpose others will naturally follow.2
1 Astin, H. S., & Astin, A. W. (1996). A social change mode of leadership development: Guidebook (version III). 1-25. Los Angeles: University of California Los Angeles Higher Education Research Institute.
2 Goleman, D., & Boyatzis, R. (2008). "Social Intelligence and the Biology of Leadership." Harvard Business Review, Vol. 86 Issue 9, 74-81. http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=33983120&site=ehost-live
This week, I reinforce my opinion that leadership is built upon beliefs, values, ethics and engagement. And that the follower is just as valuable as the leader. Building strengths as a leader also includes being vulnerable to weaknesses and failure to allow for growth.
Leaders may be effective when it comes portraying a good vision and inspiration, but what if the leader turns out to be a "failure?" As long as they follow their beliefs, values and ethics and are engaging they are still a leader, right? Yes, and no. Sometimes when one is in a new, difficult situation and becomes panicked, "stress wipes out short-term memory" and results may fall-through and defy our values and ethics. On the other hand, if one over thinks the new, difficult situation they might "choke" when their leadership is most needed and again result in a fallout.1 So what makes a good leader if these situations are plausible? I believe that these circumstances must occur for one to grow and develop their strengths as a leader, and possibly re-evaluate their techniques when faced with pressure. It also sometimes means stepping down as a leader to allow for new perspectives to be carried through and analyzed.
1 Gladwell, M. (2000). "The Art of Failure: Why some people coke and others panic." The New Yorker, 84 - 92. http://gladwell.com/pdf/choking.pdf
This week, my opinion on leadership did not change. I still believe that leadership is built upon one's beliefs, values and ethics, and that engagement is a key factor in effective leadership. However this week I was exposed to new forms of engagement through our readings. And that the "follower" is just as significant as the "leader" in order to get things accomplished, and these followers need "trust, compassion, stability and hope" from their leaders.1
Although I agree with the readings completely, my opinion on leadership did not change. My values and perspectives are concrete, however, information given in these readings were still of value. Komives, Lucas, and McMahon's article reinforced my strive for teamwork in leadership as well as highlighted key roles that members of a team possess (information seeker, opinion giver, gatekeeper, etc).2 I also highly agree with Gallup's four necessities for a follower. Leaders need to give their team or audience a reason to follow, and Gallup exemplifies four positive strategies: trust, compassion, stability and hope.
1Rath, T. & Conchie, B. (2009). Strengths-based Leadership: Great teams, leaders, and why people follow. "Understanding why people follow" (pp. 79-91) Gallup Press: Washington, D.C.
2Komives, S.R., Lucas, N., & McMahon, T.R. (1998). "Interacting in Teams and Groups." Exploring Leadership: For college students who want to make a difference (pp. 165-194). San Francisco: Jossy-Bass.
This week, I've opened my eyes to multiple perspectives of leadership. Its "definition" is based off of one's beliefs, values, and ethics. For myself, leadership is made and is developed from engagement. If one can interact, learn and collaborate with others, a relationship across a "team" can be created and respect will follow towards the leader along with positive results.
My view towards leadership has changed this week simply because leadership itself has multiple perspectives to it. Leaders can be great at creating a movement, but may not have the best morals such as German Nazi Adolf Hitler, as suggested by Terry. However, some may view him as a "tyrant" instead of a leader, again reinforcing that leadership can be looked at from multiple lenses.1 Values and vision determine action (leadership) according to Lee and King. In my opinion, beliefs are developed as we age, and should only be acted upon when you can "walk the talk" that are claimed within your values.2 A clear vision + core values + congruence = great leadership.
1Terry, R. (2001). "Deciding what you believe." Seven zones for leadership: Acting authentically in stability and chaos (pp. 20-40). Mountain View, CA: Davies-Black Publishing, Inc.
2Lee, R.J. & King, S.N. (2001). Base your leadership values on personal values. Discovering the leader in you: A guide to realizing your personal leadership potential. (pp. 55-70). San Francisco: Jossy-Bass.