Nadhia'sBlog

Last Entry

2011-08-19T05:48:39Z

Last week's:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). When consulting others, or communicating in general, one should pay attention to the context and how they communicate. Leaders need to be able to adapt to a situation and use a style from their "communication repertoire" (Saphiere, Mikk, & Devries, 2005) suitable for the situation. In the process of this, and everyday life, a leader needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). This should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996) and that one cannot make the error of judging others based on how they look (the Warren Harding Error) (Gladwell, M., 2005). The end results, combined, should help to further leadership skills.

This week's definition:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). When consulting others, or communicating in general, one should pay attention to the context and how they communicate. Leaders need to be able to adapt to a situation and use a style from their "communication repertoire" (Saphiere, Mikk, & Devries, 2005) suitable for the situation. In the process of this, and everyday life, a leader needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). To further decrease stress, one should have a working knowledge of the different types of groups and group dimensions and stages. The various definitions can be found in the article, "Interacting in Teams and Groups" by S. R. Komives, N. Lucas, and T. R. McMahon (1998).

One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). This should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996) and that one cannot make the error of judging others based on how they look (the Warren Harding Error) (Gladwell, M., 2005). The end results, combined, should help to further leadership skills

This week's changes: I added that information on group types, stages and development, from the article, "Interacting in Teams and Groups" by S. R. Komives, N. Lucas, and T. R. McMahon (1998), is important to know. I believe that a working knowledge of the different stages that a group can go through will help to lower stress and let a leader know that their group is heading in the right direction. If a leader reads this article, the can also learn when their group is correctly or incorrectly developing through these stages. If the group is not, then the leader can take action to help the group move along.

For the second article, "Phases and Patterns of Group Development in Virtual Learning Teams" by S. Yoon and S. Johnson (2008), I realized that it tied in nicely to the first article and to the class. Yoon and Johnson cover the models of group types and developmental phases, similar to how S. R. Komives, N. Lucas, and T. R. McMahon did. It also ties into the class as it is a study on "virtual learning teams." Our class was composed of students put into these teams, and it was interesting to see how my team fit in to the descriptions and findings of the study. (We did not have a conflict-addressing stage in our group like the study found!). This article was not included due to it being a study and to my belief that the first article is more practical for a leader to get quick, useful information from.

Citation:
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.

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

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.

Goleman, D., Boyatzis, R., & McKee, A. (2002). "Metamorphosis: Sustaining leadership change." Primal Leadership: Learning to lead with emotional intelligence (pp. 139 - 168). Boston: Harvard Business School Press.

Goleman, D. (2006). "The Sweet Spot for Achievement." Social Intelligence: The new science of human relationships (pp. 267 - 284). New York: Bantam Books.

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

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). "We Never Had a Language for It" Immunity to Change: How to overcome it and unlock the potential in yourself and your organization (pp. 61 - 84). Boston: Harvard Business Press.

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

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.

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

Saphiere, D. H., Mikk, B. K., & Devries, B. I. (2005). "Factors Affecting Communication Style: Starring acts in the circus." 47 - 82.

Entry 9

2011-08-12T17:53:30Z

Last week's definition:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). When consulting others, or communicating in general, one should pay attention to the context and how they communicate. Leaders need to be able to adapt to a situation and use a style from their "communication repertoire" (Saphiere, Mikk, & Devries, 2005) suitable for the situation. In the process of this, and everyday life, a leader needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). The end results, combined, should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996).

This weeks definition:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). When consulting others, or communicating in general, one should pay attention to the context and how they communicate. Leaders need to be able to adapt to a situation and use a style from their "communication repertoire" (Saphiere, Mikk, & Devries, 2005) suitable for the situation. In the process of this, and everyday life, a leader needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

This week's changes: I added information about the Warren Harding Error because it is important for a leader to know that a mistake like this can be made. If you judge someone based on their looks, you may reject someone perfect for the job or hire someone who is not. A leader should not make a Warren Harding Error if they want to be effective. I took this from the first article, "The Warren Harding Error: Why we fall for tall, dark, and handsome men" by M. Gladwell (2005).

The second and third articles were important for general knowledge to the class. However, it is just that: general knowledge. I believe it is important to know the different theories but not necessary to add to my definition of a leader.

On a side note, I did have trouble reading the article by B. D. Tatum. The author claims that racism, in a white dominated culture, can be committed by whites. I believe that it is unfair for the author to ignore the fact that there is racism committed by non-whites in non-white dominated cultures. It is wrong to write it off as simply as s/he did. It is a struggle the world faces, and to narrow it down to just white-dominated cultures made me think less of the article. The other articles I did not find fault with.

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

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.

Goleman, D. (2006). "The Sweet Spot for Achievement." Social Intelligence: The new science of human relationships (pp. 267 - 284). New York: Bantam Books.

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.

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

Saphiere, D. H., Mikk, B. K., & Devries, B. I. (2005). "Factors Affecting Communication Style: Starring acts in the circus." 47 - 82.

Entry 8

2011-08-05T16:17:43Z

Last week's definition:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). A leader also needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). The end results, combined, should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996).

This weeks definition: Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). When consulting others, or communicating in general, one should pay attention to the context and how they communicate. Leaders need to be able to adapt to a situation and use a style from their "communication repertoire" (Saphiere, Mikk, & Devries, 2005) suitable for the situation. In the process of this, and everyday life, a leader needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). The end results, combined, should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996).

"What, if anything, changed between your two definitions?"
The first simple change in my definition was to add a bit about communication styles from Saphiere, Mikk, & Devries' article, "Factors Affecting Communication Style: Starring acts in the circus" (2005). I liked that they provided information about how people from different cultures have different communication styles. This information is necessary for leaders who interact with others from different countries and should be a skill that leaders should have.

As for the last two articles: "How offline gatherings affect online communities: When virtual community members 'meet up'" by Sessions, L. F. (2010) and "Learning together in community: Collaboration online" by Palloff, R. M., & Pratt, K. (2005) were very similar articles. They both are about communication and online communities. While this is interesting due to the internet being a large part of people's lives, I felt it would not add much to my definition as it was too specific of an area and not really about leadership in general.

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

Goleman, D. (2006). "The Sweet Spot for Achievement." Social Intelligence: The new science of human relationships (pp. 267 - 284). New York: Bantam Books.

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.

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

Saphiere, D. H., Mikk, B. K., & Devries, B. I. (2005). "Factors Affecting Communication Style: Starring acts in the circus." 47 - 82.

Entry 7

2011-07-30T16:05:48Z

This weeks definition:
Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what does one dream about? What patterns does one see in "events, behaviors, focus and energy"? A leader needs to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). They need to look at their role model for how they handle different situations that arise, and take cues on how to act. They should consult others, inside the work place and in their personal life, to receive 720-degree feedback on their performance( Kegan, R., & Lahey, L. L., 2009). A leader also needs to control their temper, because people remember bad actions more than they do good ones (Goleman, D. 2006).

When taking these things into account, a person should use their intuition to help find answers, as well as use creative thinking. Consider adapting certain policies, or ways things are done, and create disequilibrium (but not enough to put the company in a severe panic). To lower stress on one's self and prevent permanent damage to the hippocampus (Goleman, D. 2006), spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009). To accomplish these, make sure that the goals are personal. A person is more likely to accomplish them that way (Goleman, D., Boyatzis, R., & McKee, A., 2002). One also needs to practice to the point of mastery to overcome old habits so that new goals can be picked up permanently (Goleman, D., Boyatzis, R., & McKee, A., 2002). The end results, combined, should help to further leadership skills and show that leadership is more of a process than a position (Astin, H. S., & Astin, A. W.,1996).

"What, if anything, changed between your two definitions?"
The first simple changes in my definition I made, were to correct some grammar mistakes. In the second paragraph I added points from Goleman, D., Boyatzis, R., & McKee, A.'s article, "Metamorphosis: Sustaining leadership change" (2002). They made points that practice makes perfect, and that it helps one to overcome the challenges of losing old habits. It seems like great advice for a budding leader. The authors also pointed out that they believe that a leader should have goals that are personal to them. This point makes sense, due to the fact that if something is going to affect one's personal life, one is more likely to want to achieve that goal.

As for the second article, "We Never Had a Language for It," by Kegan, R., & Lahey, L. L. (2009), the main point about a person having one-big-thing is very similar to Goleman et. al.'s argument that goals need to be practiced and personal. Someone's "one-big-thing" is something that they are trying to achieve and they need to involve others in their life. I feel that Goleman et. al. have a better explanation, and is why I chose to include that instead of the one-big-thing. I did, however, include 720-degree feedback from "We Never Had a Language for It" because a leader should receive feedback from their peers in order to lead correctly.

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

Goleman, D. (2006). "The Sweet Spot for Achievement." Social Intelligence: The new science of human relationships (pp. 267 - 284). New York: Bantam Books.

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.

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

Entry 6

2011-07-23T02:03:46Z

Last week's definition: Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what do you dream about? What patterns do you see in "events, behaviors, focus and energy"? You need to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). Look to your role model for how they handle different situations that arise, and take cues from them on how to act.

When taking these things into account you should use your intuition to help find answers as well as use creative thinking. Consider adapting certain policies or way things are done and create disequilibrium, but not enough to put the company in a severe panic. To lower stress on yourself, spread the leadership responsibility around. (Heifetz, R., Grashow, A., & Linsky, M., 2009)The end results combined should help to further leadership skills.

"What, if anything, changed between your two definitions?"
My leadership definition did not have extreme changes. This week's readings held similar ideas to past readings. For example, D. Goleman's article, "Primal Leadership: Learning to Lead with Emotional Intelligence," is similar to Heifetz, Grashow, and Linksy's views in that the authors are of the same opinions. Goleman agrees that stress is a bad thing, as it can damage your hippocampus, and a person should do as much as they can to reduce stress. He also agrees that a little stress is a good thing, like the idea of "keeping your hand on the thermostat" so that the "little stress" does not grow and hinder production. The other two readings were very similar as well, in that they agree with some of the author's opinions that there are different leadership skills like the ability to converse properly and have empathy (Barbuto, J. E., & Wheeler, D. W., 2007).

I added the sentence about keeping one's temper and that stress can permanently harm the brain because both points are informative. They inform the reader about how the negative sides of leadership can negatively effect one's self and others.

Each of the articles were informative and clarified other points made in past articles. The only problem I had was that some of them can be verbose. If the authors were more concise it would make the readings easier.

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

Goleman, D. (2006). "The Sweet Spot for Achievement." Social Intelligence: The new science of human relationships (pp. 267 - 284). New York: Bantam Books.

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.

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

Entry 5

2011-07-14T17:57:29Z

Last week's definition: "Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what do you dream about? What patterns do you see in "events, behaviors, focus and energy"?, ask role models how they accomplished what they have and what qualities they believe a leader needs. Next, consider how one feels about power and how one would handle conflict in the workplace.

When taking these things into account you should use your intuition to help find answers as well as use creative thinking. Take into consideration if one's decisions are ethical and if they complete an end-goal or something else. The end results combined should help to further leadership skills. "

This week's definition: Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what do you dream about? What patterns do you see in "events, behaviors, focus and energy"? You need to be able to view actions from the "balcony" as well as to participate as the "dancer" on a ballroom floor (meeting, workplace) (Heifetz, R., Grashow, A., & Linsky, M., 2009). Look to your role model for how they handle different situations that arise, and take cues from them on how to act.

"What, if anything, changed between your two definitions?"
My leadership definition changed due to new views on how to be a good leader. Heifitz, Grashow, and Linksy's two articles, "Get on the balcony" (2002) and "Leadership in a (permanent) crisis" (2009) cover different ways one needs to act to be a good leader. They point out that a leader needs to be an active participant, yet needs to be able to participate in things and make changes based on what they have observed. I believe this is a good point because a leader should not make decisions based solely on the "heat of the moment." I also agree on the points that controlled disequilibrium can be good for a company to further itself because if workers feel a bit of pressure, they will work harder at their jobs.

The last article, "The Art of Failure: Why some people choke and others panic," by M. Gladwell (2000), did not take a part in my definition. I believe that it was a good article to read for the general populace, but did not hold a place for how to be a good leader.

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

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.

Week 4

2011-07-04T16:01:16Z

Leadership is composed of many facets influenced by personal visions and beliefs. To be a good leader it is best to consider the following: what do you dream about? What patterns do you see in "events, behaviors, focus and energy"?, ask role models how they accomplished what they have and what qualities they believe a leader needs. Next, consider how one feels about power and how one would handle conflict in the workplace.

Citation:
Kidder, R. M. (2003). "Overview: The ethics of right vs. right." How Good People Make Tough Choices (pp. 13 - 29). New York: Simon & Schuster.
Paul, R., & Elder, L. (2006). "The Function of Ethics -- and Its Main Impediement." Understanding the Foundations of Ethical Reasoning (pp. 4 - 36). Dillon Beach, CA: Foundation for Critical Thinking.
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.

Entry 2, Leadership definition

2011-07-02T18:55:04Z

Leadership is the ability to successfully direct people in many different situations. A good leader knows how to communicate thoroughly and is a great organizer. Leadership also consists of many styles, including, but not limited to: Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding (Goleman, Boyatziz, & Mckee, p. 55). The best leaders are able to switch leadership styles and combine them to suit the needs of a situation. Goleman et. al. make a great effort to explain each leadership style with definitions as well as the use of examples. They also point out the benefits in using different leader styles and how it is best to hire someone who does use a wide variety so that they are prepared to handle different situations while working (Goleman et. al, p. 88).

Citation:
Goleman, D., Boyatzis, R., & McKee, A. (2002). "The dissonant styles." Primal leadership: Learning to lead with emotional intelligence (pp. 71 - 88). Boston: Harvard Business School Press.
Goleman, D., Boyatzis, R., & McKee, A. (2002). "The leadership repertoire." Primal leadership: Learning to lead with emotional intelligence (pp. 53 - 69). Boston: Harvard Business School Press.

Entry 1, What is Leadership?

2011-06-13T18:36:12Z

Leadership is the ability to successfully direct people in many different situations. A good leader knows how to communicate thoroughly and is a great organizer.