This week's definition:
Leadership is based on a person's actions and these actions should reflect their core values. Understanding and communicating the group's purpose, structure, and time available, leaders are able to guide their group through the decision process while creating a group in which members feel highly engaged. Leaders are decisive when the situation requires, and are able to adjust their leadership styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
This week I added the words "communicating" and "are able to" in the second line of my definition. I added these because Saphiere's article reminded me of the importance of communication in leadership. I particularly agreed with Saphiere's comment
that "we constantly need to reassess our communication style and adjust it." To me this is a critical piece to effective leadership. When a leader finds a communication style that works in a particular situation and then tends to stick with that style for all future situations, he or she can become ineffective. Being able to adjust communication styles with each situation is critical to being an effective leader.

References:

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 definition:
Leadership is based on a person's actions and these actions should reflect their core values. Understanding the group's purpose, structure, and time available, leaders guide their group through the decision process while creating a group in which members feel highly engaged. Leaders are decisive when the situation requires, and are able to adjust their leadership styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
I did not make any changes to my definition of leadership this week because the reading was focused on critical factors for implementing sustainable changes rather than ways to define leadership. What stands out to me about this week's reading, and I agree with, is the idea of focusing on the gap between your current self and the ideal self to identify where changes need to be made. I think too often I focus on what's not working for me and try to change that without really first identifying where I want to be in the end. Just giving my attention to what needs to change doesn't really give me direction; keeping in mind the destination while making changes IS a good way to help ensure the change will stick. To apply this concept to leadership, first I need to consciously identify what type of leader I want to be, and then experiment and practice behavioral changes from what I am currently doing that will get me to that ideal leader.

References:

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 definition:
Leadership is based on a person's actions and these actions should reflect their core values. Understanding the groups purpose, structure, and time available, leaders guide their group through the decision process while creating a group in which members feel highly engaged. Leaders are decisive when the situation requires, and are able to adjust their leadership styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
This week I added the sentence, "Understanding the groups purpose, structure, and time available, leaders guide their group through the decision process while creating a group in which members feel highly engaged". I made this change because I think the leader emerges as the person in the group who has a clear understanding of the purpose, structure, and time available; and then has the ability to help the others understand this, making each member comfortable to contribute ideas to the group and to the overall decisions made. I agreed with the Relational Leadership Model described by Komives, Lucus & McMahon, specifically the description of how group members interact to make decisions, how they handle conflict, and the differing roles of group members. The interaction for decision making assumes members must be involved in the process for the best results. I also agree that conflicts must be addressed as they arise or they will fester and potentially hold the group back from coming up with the best decisions. Finally, understanding each members strengths and having them contribute to the group from that role set will make the group as a whole more effective.

References:

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.

This week's definition:
Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
I did not change my definition of leadership this week because the readings were more about why people's views of leadership may differ, then new ideas to include in my definition of leadership. I agreed with Gladwell's article, particularly that our attitudes towards race and gender are affected by both conscious and unconscious motivations and this is important to keep in mind as we interact with others. I also can recognize Tatum's point that there are systematic privileges for whites in the U.S. but I disagree with the idea that racism can't go both ways. I also agree with Kezar's point that leadership happens at all levels and views of leadership can differ depending on where you are in the organization and your background.

References:

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.

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.

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

This week's definition:
Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
I did not change my definition of leadership this week because although the readings provided good tools to consider using as a leader, they did not change my view on the actual definition of leadership. I did agree with Heifetz and Linsky (2002) that the "get on the balcony" strategy can provide a needed view of things that are happening around you; focusing only on your point of view is much too limiting and can quickly lead to your failure as a leader. I also liked what Kegan & Lahey said about doing a 720 degree feedback analysis This tool could really help identify an issue you need to work on and eliminates any bias of one person because it would show up as an issue from all sides. Colin did make a good point however, in the video he said that the "one big thing" could be fluid and ever changing, therefore it would be good to do the 720 degree analysis at different points during your leadership struggles, and also consider there might be multiple things in combination that need attention.

References:
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 definition:
Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
I did not change my definition of leadership this week. Although I can identify with this week's readings because it directly relates to the leadership style necessary in the field I am aspiring to work in (Director of Christian Education), to me it is addressing a leadership style rather than an overall definition of leadership; and I have already included the need to adjust styles in my definition. I particularly value that both readings emphasized that leadership is a developing process. You are not restricted to your current abilities, but can learn to adjust and therefore be a better leader.

References:
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.

This week's definition:
Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles and adapt processes when needed to remain effective. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
This week I adjusted my definition to include that leaders not only adjust leadership styles when needed but they also "adapt processes" when needed "to remain effective". I added this portion because I do think it is important to recognize that not only do you need to be flexible with your leadership styles but you need to be always on the lookout for ways to improve your organization. What worked yesterday, might not work today. I do agree with this point along with the other points made in this weeks reading including: taking care of yourself, which encompasses staying true to your values; generate leadership, which correlates with being adaptive and accepting others ideas; and embracing disequilibrium which accepts change and grows from it.

References:
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: (No Change)
Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles when needed. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:
I didn't change anything in my definition this week. Kidder's article emphasized that the really tough decisions come in to play when you are faced with choosing between two actions which both reflect your core values. I do find this information valuable and feel that it is already reflected in my definition that a leaders actions should reflect their core values and that leaders are decisive when the situation requires. While Paul and Elder's article was very thought provoking, I did not fully agree with it. Specifically, they argue that ethical reasoning comes from "cultivation of fair-mindedness, honesty, integrity, self-knowledge, and deep concern for the welfare of others;" but they continue that ethics should not be related to the four domains of thinking: social conventions, religion, politics, and the law. In my opinion, without these "domains of thinking" there is no cultivation of fair-mindedness, honesty, integrity, self-knowledge, and deep concern for the welfare of others. I don't believe you can have ethical reasoning without these "domains of thinking" in place. I would challenge the authors to the question: "Where does the very definition of ethical reasoning, i.e.: enhancing the well-being of others is right and harming or diminishing the well-being of others is wrong, come from?" This definition is from the influences of the four domains of thinking, therefore these domains are critical to consider when determining if something is ethical.

References:
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.

Leadership is not based on a person's title; it is based on their actions. Leaders are decisive when the situation requires, but they also adjust styles when needed. It is critical for leaders to build relationships to gain the trust of their followers.

This week's definition:

Leadership is based on a person's actions and these actions should reflect their core values. Leaders are decisive when the situation requires, but they also adjust styles when needed. It is critical for leaders to build relationships to gain the trust of their followers.

Analysis of the differences in the definitions:

I removed "Leadership is not based on a person's title" to allow my definition to focus more on what leadership is instead of what it isn't. I then added "and these actions should reflect their core values" because I agree with this week's article by Lee and King that your core values should be the drivers for your actions as a leader. I strongly disagree with some of the descriptions in Terry's article, such as leadership is positional; but this was the point of his article, to make you recognize what you believe in and don't believe in.

References:

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.

This week's definition:
Leadership is not based on a person's title; it is based on their actions. Leaders are decisive when the situation requires, but they also adjust styles when needed. It is critical for leaders to build relationships to gain trust and subsequently to gain productive followers.

Analysis of the differences in the definitions:
I added that leaders are decisive only when the situation requires and that they adjust their styles as needed; this is because there may be situations when the leaders need to guide their team but allow them to make the decisions. I replaced that they should lead by example to focusing on building relationships; this is because relationships build trust and I think it is more important that your team trusts your instructions then to emulate what you are doing. Knowing and considering the needs of your team members, as described by Rath & Conchie, has brought further insight to my view of leadership. Goleman's article also influenced my view by identifying that it is not only ok but is necessary to change styles with different situations. So far I've enjoyed the readings and have not identified anything that I disagree with.

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.