First, I would like to revise/clarify last week's definition. I had not intended to disregard the initial definition of 2 weeks ago. Last week's complete definition should really be: Leadership is the talent of coordinating strengths of many people and effectively addressing a situation with the appropriate emotional approach in order to reach a significant overall goal.
This week, I would like to hone in on an important fact that I have considered about leadership: It's all about relationships. A leader is not an isolated being, at least, they shouldn't be. They are meant to be at the center of their organization or domain (Kyle, 1998). Stability does not come from the top, it comes from the center. This means an effective leader is involved in multiple areas of his or her domain, and uses the "Power of Presence" to unite the many people they coordinate and work with them. When a leader distances himself or herself from those people by working from the top, a me-versus-them effect can happen, and then important work does not get done. The recent Minnesota government shutdown is a very real example of this.
Another way relationships play an important part in leadership has biological origins. Recent studies have revealed a type of neuron in the brain called mirror neurons (Goleman, Boyatzis, 2008). These neurons mirror what other people do and we subconsciously make connections with others based on their actions and emotions. This can be useful for a leader to know and understand this phenomenon because they can project a healthy attitude that others will emulate.
Incorporating this into my progressing definition, this week leadership is: The talents of employing appropriate emotional approaches in varying situations and developing effective relationships to coordinate the strengths of many to accomplish an overall goal.
References:
Goleman, D., & Boyatzis, R. (2008). "Social intelligence and the biology of leadership." Harvard Business Review, 86(9), 74-81. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=33983120&site=ehost-live
Kyle, D. T. (1998). "The sovereign: The power of presence." The Four Powers of Leadership: Presence, intention, wisdom, compassion (pp. 159 - 191). Deerfield Beach, FL: Health Communications Inc.
Really nice analysis, Nicole! And thanks for the clarification from last week. I'd like you to begin using the suggested format for the blog posts, which will help us to follow the progression of your definition. Please refer to Appendix A of the syllabus for the prescribed formatting. Beginning next week I'll start deducting points for incorrect formatting.
Be careful with putting too much emphasis on the Goleman and Boyatzis (2008) idea about emotional emulation. Sure, it may be true that smiling and being positive could evoke a positive response in others, but it's also true that we can project positivity and it may not be met with a positive response. My own thoughts are that, all other things being equal, being positive is probably a better response than not being positive, but there are times when no matter what you project others will project negativity back. That may be the time to use some of the other frames of leadership that Goleman, Boyatzis and McKee talked about in last week's readings.
Grade: 10 out of 10
Clarity of the new definition: 2 points out of 2 possible
Thoughtfulness of the analysis: 6 points out of 6 possible
Grammar, spelling, and APA style: 2 point out of 2 possible