This Week's Leadership Definition (12-8-12)
I believe leadership development is an on-going, life-long process that combines distinct cultural perspectives from individuals as well as the perspectives from a group. I believe a leader must demonstrate flexibility; using specific communication styles depending on the situation is critical (Saphiere, Mikk, & Devries, 2005, p. 47). Leaders must develop or learn new behaviors, which may involve trying something different in a current setting, reflecting on what occurs, and experimenting further in that setting (Boyatzis, 2006, p. 616). Leaders build trusting relationships by encouraging interaction between and among the individual, small group, and organization. I believe all communicators bear responsibilities for the success of the team (Saphiere, Mikk, & Devries, 2005, p. 49). Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of the Differences in the Definitions
The readings for this week, Factors Affecting Communication Style, written by Saphiere, Mikk, and Devries, and How Online Gatherings Affect Online Communities, written by Sessions have showed me the importance of communication and interactions. My definitions are very similar; however, I have learned that different communication styles within group settings are a major impediment to the ability to work together effectively. Saphiere, Mikk, & Devries (2005) explain five factors that affect communication style: context, goals, self-concept, values, and communication style repertoire. This article has impacted the way I look at leadership within a group, and has allowed me to further expand my leadership definition in a more detailed manner. I now see the importance of knowing and understanding individuals' own communication styles.
I think the most important in terms of leadership development is to remember that each of these five factors overlap with and affect one another, and that they are interactive rather than discrete and separate (Saphiere, Mikk, & Devries, 2005, p. 81). I think this will be especially beneficial to my own leadership development. Learning to connect different styles, so a group can effectively communicate, and respecting one another for the strengths and insights each member contributes, will overall, increase the productivity of the group as a whole.

Saphiere, D. H., Mikk, B. K., & Devries, B. I. (2005). "Factors Affecting Communication Style: Starring acts in the circus." 47 - 82. Retrieved from http://www.download-it.org/free_files/Pages%20from%20Chapter%2003%20-%20Factors%20Affecting%20Communication%20Style-c2c273a32b32ce590fe42518fa48db05.pdf.

This Week's Leadership Definition (12-3-12)
I believe leadership development is an on-going, life-long process that combines distinct cultural perspectives from individuals as well as the perspectives from a group, within a given situation. I believe a leader must demonstrate flexibility; bringing about desired change in a sustainable way is critical. Leaders must develop or learn new behaviors, which may involve trying something different in a current setting, reflecting on what occurs, and experimenting further in that setting (Boyatzis, 2006, p. 616). Leaders build trusting relationships by encouraging interaction between and among the individual, small group, and organization. I believe that the strength is not in the individuals, but in the team (Komives et al., 1998, p. 186). Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of Differences in the Definitions
The reading for this week, An Overview of Intentional Change From a Complexity Perspective, written by Richard Boyatzis, provided a new level of insight into why and how sustainable desired change can occur at all levels of interaction, from individual to teams to organizations to communities.
My leadership definitions are very similar; however, after reading this article I feel that I have developed the knowledge of change, and how leadership impacts change. Without intentional efforts I have learned that changes are slow, can result in unintentional consequences, and arouse a shared hopelessness about the future. This week, I was able to expand my definition, and provide greater detail for leadership development and provide evidence for effective leadership within a group.
I think that the most important in terms of leadership development is coming to know and understand that without leadership and intentional effort, there does not seem to be the emergence of desired, sustainable change (Boyatzis, 2006, p. 619). Leaders must develop and learn new behaviors in order to manage and control a changing environment. I have come to understand the true importance of leadership, and how it becomes beneficial in a group setting.

Boyatzis, R. E. (2006). "An Overview of Intentional Change from a Leadership Perspective." Journal of Management Development, 25(7), 607-623. doi:10.1108/02621710610678445

This Week's Leadership Definition (11-24-12)
I believe leadership development is an on-going, life-long process that combines distinct cultural perspectives from individuals as well as the perspectives from a group, within a given situation. I believe a leader must demonstrate flexibility; addressing and dealing with conflict as it emerges from multiple points of view is important to the long-term health and viability of the team (Komives, Lucas, and McMahon, 1998, p. 178). Leadership requires one to dig deeper; acknowledging individuals' skills help to manage and control a changing environment (Gladwell, 2005, p. 97). However, I believe that the strength is not in the individuals, but in the team (Komives et al., 1998, p. 186). Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of Differences in Definitions:
The readings for this week, For College Students Who Want To Make a Difference, written by Komives, Lucas, and McMahon, and Phases and Patterns of Group Development in Virtual Learning Teams, written by Yoon and Johnson have given me a better idea of leadership within groups.
My leadership definitions are very similar, but after reading these articles I was able to better define the leadership that is necessary in a group setting. As stated above, I believe it is essential for leaders in a group setting to address and deal with conflict as it emerges. I have learned that conflict is natural and healthy, but should be addressed in a way that is respectful and tries to represent diverse points of view. I was also able to expand my definition by explaining that even though it is important to acknowledge individuals' skills, I believe it is even more important to combine individual skills with others in the group in order to effectively accomplish tasks.
I think the most important in terms of leadership development is stated by Komives et al. (1998): "groups that value learning together will establish true dialogue methods, the goals of which are to learn together while engaging in change" (p. 190). This is why I believe that the strength is not in the individuals, but in the team.

Komives, 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: Jossey-Bass.

Yoon, S., & Johnson, S. (2008). Phases and patterns of group development in virtual learning teams. Educational Technology Research & Development, 56(5), 595-618. doi:10.1007/s11423-007-9078-x (in online sections folder of reading packet)

This Week's Leadership Definition (11-17-12)
I believe leadership development is an on-going, life-long process that combines distinct cultural perspectives from individuals as well as the perspectives from a group, within a given situation. I believe a leader must demonstrate flexibility; moving back and forth between creating alternative interpretations and their own interpretations will help a leader maintain the mindset of a changing reality (Heifetz and Linsky, 2002, p. 73). Leadership requires one to dig deeper; acknowledging individuals' skills help to manage and control a changing environment (Gladwell, 2005, p. 97). I believe leaders watch all the action; seeing the whole picture requires leaders to stand back and watch even as they take part in the action being observed (Heifetz and Linsky, 2002, p. 52). Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of Differences in Definitions:
The readings for this week, The Warren Harding Error, written by Gladwell, Defining Racism, written by Tatum, and Pluralistic Leadership written by Kezar, have provided different aspects for defining leadership that I wouldn't have considered before. Gladwell (2005) discusses the power of thin-slicing and our ability to very quickly get below the surface of a situation (p. 75). I think the concept of thin-slicing is very important when determining a leader. I also feel that it's the leaders duty to acknowledge individuals' skills, without thin-slicing, in order to demonstrate effective leadership.
My leadership definitions are very similar; however, I utilized my ability to expand my definition by providing more in-depth details to my beliefs. I was able to connect a few concepts from the readings this week to my definition from last week. The most valuable in terms of leadership development was Kezar's (2000) evidence for positionality and the conditions of power relating to interpretations of leadership (p. 731). After reading these articles, I have a stronger understanding for the importance of distinct cultural perspectives in terms of my own leadership development.

Gladwell, M. (2005). "The Warren Harding Error: Why we fall for tall, dark, and handsome men." Blink: The power of thinking without thinking (pp. 72 - 98). New York: Pushkin Enterprises.

Kezar, A. (2000). "Pluralistic Leadership: Incorporating Diverse Voices." The Journal of Higher Education, 71(6), Nov. - Dec., 2000, pp. 722-743. http://z.umn.edu/kezar

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's Leadership Definition (11-3-12)
I believe leadership development is an on-going, life-long process that combines personal perspectives and group perspectives within a given situation. I believe a leader must demonstrate flexibility; moving back and forth between creating alternative interpretations and their own interpretations will help a leader maintain the mindset of a changing reality (Heifetz and Linsky, 2002, p. 73). Leadership may require new skills in order to adapt to a changing environment. I believe leaders watch all the action; seeing the whole picture requires leaders to stand back and watch even as they take part in the action being observed (Heifetz and Linsky, 2002, p. 52). Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of the Differences in the Definitions:
The readings for this week, Get on the Balcony, written by Heifetz and Linsky, and Identifying Each Person's One Big Thing, written by Kegan and Lahey have enhanced my theory of leadership in several ways. Heifetz and Linsky (2002) explain, " 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" (p. 53). I strongly believe that effective leadership requires multiple perspectives in the midst of the action.
My leadership definitions are very similar. This week's readings utilized my ability to expand my definition by providing more in-depth details to my beliefs. I was easily able to tie the knowledge I gained this week into my definition from last week. I think the most valuable term of leadership development is that one can learn to view multiple perspectives. "Moving from participant to observer and back again is a skill you can learn" (Heifetz and Linsky, 2002, p. 54). The learning outcomes and new experiences throughout life will enhance one's leadership knowledge.

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.

Kegan, R., & Lahey, L. L. (2009). "Identifying Each Person's One Big Thing" (pp. 63 - 67). Boston: Harvard Business Press.

This Week's Leadership Definition (10-27-12)
I believe leadership development is an on-going, life-long learning process (Barbuto and Wheeler, 2007, n.d.). Leaders generate leadership as they build teams with a variety of personalities that employ different strengths and abilities. I believe that leadership is individual; however, it is the collaborative relationships within the team that lead to collective action grounded in their shared values (Astin & Astin, 1996, p. 16). Leadership may require new skills in order to adapt to a changing environment. Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of the Differences in the Definitions:
The readings for this week, A Social Change Model of Leadership Development, written by Astin S. and Astin W., and Becoming a Servant Leader, written by Barbuto and Wheeler, have really twisted my thoughts of leadership. Astin and Astin (1996) state, " we regard a leader as one who is able to effect positive change for the betterment of others, the community, and society" (p. 16). Ideally, I would like to think that leadership can only be defined as positive, but I strongly believe that leadership also consists on the negative end of the spectrum.
My leadership definitions are still very similar; however, I don't entirely believe in certain concepts that the readings discuss. I believe leadership embedded in collaboration not only exists to foster positive social change, but can also exist in fostering negative outcomes, which refutes the beliefs of Astin & Astin (1996). I think that the most valuable terms of leadership development is concluded in the Barbuto and Wheeler (2007) article, "leadership development is an ongoing, life-long, learning process" (n.d.). I believe that leadership may require new skills in order to adapt to a changing environment. The learning outcomes and new experiences throughout life will enhance one's leadership knowledge.

Barbuto, J. E., & Wheeler, D. W. (2007). "Becoming a Servant Leader: Do you have what it takes? Retrieved from www.ianrpubs.unl.edu/epublic/live/g1481/build/g1481.pdf

Astin, H. S., & Astin, A. W. (1996). A social change model of leadership development:
Guidebook (version III) (pp. 4 - 27). Los Angeles: University of California Los
Angeles Higher Education Research Institute.

Heifetz, R., Grashow, A., & Linsky, M. (2009). "Leadership in a (permanent) crisis." Harvard Business Review, 87(7), 62-69. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=41997981&site=ehost-live

This Week's Leadership Definition (10-20-12):
Leaders generate leadership as they build teams with a variety of personalities that employ different strengths and abilities. I believe that leadership is individual. I believe that leaders put their egocentric tendencies behind and put others before themselves. However, I believe individual leadership gains will not be achieved if one neglects their personal needs (Heifetz, Grashow, Linsky, 2009, p. 64). A clear personal vision of what one wants in life will inspire one to serve others, and define one's leadership skills. Leadership may require new skills in order to adapt to a changing environment. Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision, and enabling the organization to thrive in their current state or in a new world.

Analysis of the Differences in the Definitions:
The reading for this week Leadership in a (Permanent) Crisis, written by Heifetz, Grashow, and Linsky has really impacted my thought of the future in terms of leadership. Heifetz, Grashow, & Linsky (2009) suggest, "leadership will require new skills tailored to an environment of urgency, high stakes, and uncertainty--even after the current economic crisis is over" (p. 62). Leadership must be flexible and must foster adaptation. Helping people develop the "next practices" that will enable the organization to thrive in a new world, even as they continue with the best practices necessary for current success.
My leadership definitions are very similar; however, this week's reading allowed me to expand my definition by providing better detail to support my thoughts. Heifetz et al. (2009) presented ways to assess leadership after an environmental crisis. I think the most valuable terms of leadership development is to generate leadership; Heifetz et al. (2009) explains that it is an illusion to expect that an executive team will find the best way into the future; current leaders must use leadership to generate more leadership deep in the organization (p. 68). I believe demonstrating strong leadership skills will generate the future leadership of an organization.

Heifetz, R., Grashow, A., & Linsky, M. (2009). "Leadership in a (permanent) crisis." Harvard Business Review, 87(7), 62-69. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=41997981&site=ehost-livee

This Week's Definition: (10-12-12)
Leaders build a team with a variety of personalities that employ different strengths and abilities. I believe that leadership is individual, and the team is simply there to contribute ideas and to get work done. I believe that leaders put their egocentric tendencies behind and put others before themselves. A clear personal vision of what one wants in life will inspire one to serve others, and define one's leadership abilities. Leadership can be based on the ethical reasoning that Paul and Elder (2006) describe; we as humans are capable of acting toward others in such a way as to increase or decrease the quality of their lives. Leadership motivates people to commit their energies, skills, and talents to delivering the organization's vision.

Analysis of the Differences in the Definitions:
The readings for this week, titled The Function of Ethics--and its Main Impediment, written by Paul and Elder, and How Good People Make Tough Choices written by Kidder have impacted my view of leadership in terms of ethical reasoning. As Paul and Elder (2006) explain, " if we recognize the interplay of egocentric individuals with sociocentric groups as a universal problem and the basic logic of ethics, we can begin to develop the quality of our ethical reasoning."
My definitions are very similar; however, this week I presented my personal belief of leadership being individual. Terry (2001) challenged me to figure out where I stood on this issue. The articles this week gave me a better understanding of leadership while incorporating ethical reasoning. I was able to provide more detail to my definition. I think the most valuable terms of leadership development was presented in the Paul and Elder (2006) article, "developing one's ethical reasoning is crucial because there is in human nature a strong tendency toward egotism, prejudice, self-justification, and self deception. I strongly believe that leaders put themselves imaginatively in the place of others and recognize how they would be affected in a given situation.

Paul, R., & Elder, L. (2006). "The Function of Ethics -- and Its Main Impediment." Understanding the Foundations of Ethical Reasoning (pp. 4 - 36). Dillon Beach, CA: Foundation for Critical Thinking.

Kidder, R. M. (2003). "Overview: The ethics of right vs. right." How Good People Make Tough Choices (pp. 13 - 29). New York: Simon & Schuster.

Terry, R. (2001). "Deciding what you believe." Seven zones for leadership: Acting authentically instability and chaos (pp. 20 - 40). Mountain View, CA: Davies-Black Publishing, Inc.

This Week's Definition (10-6-12):
Leaders build a team with a variety of personalities that employ different strengths and abilities. As Terry (2001) explains, "leadership is individual, and the team is simply there to contribute ideas and to get work done." I believe that we can deepen our understanding of things through experience. A clear personal vision of what one wants in life will inspire one to serve others, and define one's leadership abilities. Therefore, leadership can be interpreted in different ways depending on the individual. Leadership is not an end in itself, but a means to bring out the best in people, to inspire and motivate them to commit their energies, skills and talents to delivering the organization's vision.

Analysis of the Differences in Definitions:
The articles for this week, "Ground Your Leadership Vision in a Personal Vision" written by Lee and King, and "Deciding What You Believe" written by Terry, have impacted my view of leadership. I found myself agreeing to statements and arguments that I previously thought I did not believe in. Terry (2001) presents a debate over several leadership definitions, which has challenged me to define my own view of leadership. Reading examples from both sides of the issue has led me to believe that the definition of leadership varies among different people. Last week, I defined leadership as not only an individual effort but also a group effort. This week I agree with the statement Terry (2001) explains, "Leadership is individual, and the team is simply there to contribute ideas and to get work done." I thought about my own personal leadership experiences in schoolwork, and sports, and that caused me to switch my view from leadership being more team oriented to an individual effort. I think one of the most valuable terms of how I view leadership was presented in the Lee and King (2001) article, the effectiveness of leadership begins with a personal vision, and by having a clear personal vision of what you believe will result in a leadership vision.

Lee, R. J., & King, S. N. (2001). "Ground your leadership vision in a personal vision." Discovering the Leader in You: A guide to realizing your personal leadership potential (pp. 31 - 54). San Francisco: Jossey-Bass, Inc.

Terry, 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.

I have been told many times that I am a natural born leader. One must learn how to be a leader through experience. I view leadership in a variety of ways. Leadership is not only an individual effort but also a group effort. Everyone must make contributions to the group, so why not call them a leader also? Demonstrating leadership would be creating a positive change to make the world a better place. A leader is present for guidance, support, and motivation for a group of people. I do not believe in only one leader for each group; I believe that anyone can be a leader if they want to. We all have unique personalities that may account for leadership in different fields of work. Leadership is defined as being courageous enough to make a responsible and mature decision even when your peers are doing the exact opposite.

This Week's Definition:
Leadership is not only an individual effort but also a group effort. Leaders build a team with a variety of personalities that employ different strengths and abilities. I view leadership as encouraging collectivism and teamwork among employees. As Rath (2009) explains, leaders mold their groups with different strengths in order to achieve group success. I believe that leaders are sensitive to the impact they have on others and adjust their style of leadership in order to get the best results. As Goleman (2000) describes, "Leaders set strategy; they motivate; they create a mission; they build a culture." The most effective leaders switch flexibility among leadership styles depending on the situation. Those who follow are the developing future leaders, so ultimately their type of leadership that was presented to them will mostly likely be a basis for their leadership skills.

Analysis of the differences in the definitions:

After reading the articles titled "Leadership that Gets Results" by Daniel Goleman and "Understanding Why people Follow" by Rath and Conchie, I have gained a better understanding and knowledge of leadership. Last week, I struggled to put my words and ideas of leadership into sentences. The articles extenuate aspects of leadership that I strongly believe in. Overall, nothing really changed between my two definitions; the second one presented more clarity for my definition of leadership. I think one of the most valuable terms of how I view leadership was presented in the Goleman (2000) article, "Leader's set strategy; they motivate; they create a mission; they build a culture."

Goleman, Daniel (2000). "Leadership that Gets Results." Harvard Business Review, 78(2), 78-90.

Rath, T. & Conchie, B. (2009). "Understanding why people follow." Strengths based leadership: Great leaders, teams, and why people follow. (pp. 79 - 85). New York: Gallup Press.