Assignment 2: Leadership Portfolio

by Courtney L. Teague

EDD 9100-OL2_34211Educational Leadership Seminar

Nova Southeastern UniversityMarch 16, 2013

Leadership

Leadership is such an abstract term when asked to describe its meaning in colorless

words. Leadership is best described as one’s actions. Many people continue to argue about

whether leaders are born or made. Real leaders do not acknowledge those meaningless

arguments, however focus more on leadership quality development and knowing who they are

intimately (Banutu-Gomez, 2013; Stanley, 2013). “Leadership is learning by doing, adapting, to

actual situations. Leaders are constantly learning from their errors and failures” Claude Meyer

(as cited in Kouzes & Posner, 2002). Leaders do not exist in a vacuum and often leaders do not

wear the title of “leader.” Leadership is a melting pot of clarity, coaching, courage, competence,

and character (Stanley, 2003). Leadership is an influencing characteristic. It is about having an

impact on an individual in such as they will follow and/or support your decision. There is an old

saying that I often hear, “If you want something done right, do it yourself.” The saying can be no

more wrong than two right shoes. Leadership is getting goals achieved through the input of

others.

My leadership style

Leadership style is defined by leader’s behaviors focusing on leader’s actions (Northouse,

2012). In life, changes whether bad or good will happen and I must make the best of it. I am a

democratic/transformational leader. I identify myself as a democratic/transformational leader

because I treat others the way I would want to be treated with change in mind. Democratic

leaders do not use the “tops down approach” or reflect an superiority complex. Democratic

leaders provide information, guidance, and suggestions (Northhouse, 2012). “He that thinketh he

leadeth…and hath no one following him…only taketh a walk” Dr. John Maxwell (as cited in

Finzel, 2000). As a transformational leader, I depend on high levels of communication between

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myself and others to meet the goals of the organization. The “Path-Goal Styles Questionnaire”

results examined of my use of style relates to other styles of leadership. My directive and

participative leadership scores indicated that I am in moderate range. My scores in achievement-

oriented leadership and supportive leadership indicated that I am high range. Achievement-

oriented and supportive leadership indicates that I understand the importance of social support as

well as inviting others to provide input is important to changing the climate (Northouse, 2012).

As a leader I have to understand that the most important thing occurring our world is not

reported in the evening news or on the front of USA Today. It is not enough to just know new

lifestyles, new buildings, and new technologies are changing but knowing the demands of life are

changing extremely fast (Corneh, 2004).

As a special educator, I have learned the importance of individualization. Each person

has different needs and requirements as well as possesses different strengths and talents. If one

wants others to understand that I value their contributions and their importance, one will have to

individualize and build sustainable relationships. Maslow’s hierarchy of needs clearly states that

belonging and love are two of the most essential factors that are essential for motivation (Hunter,

2013). One cannot have the one-size fits all approach when communicating to others (Rath &

Clifton, 2009, p.65). I am an inquisitive leader and I consider myself a life long learner wanting

to know more about life in general. The characteristic of being inquisitive is an essential

leadership trait. An effective leader must be inquisitive because our global society is ever

changing (Banutu-Gomez, 2013). Being inquisitive will make the transition to changing

environments and understanding people easier. My leadership style also consists of being dual.

Although there may be times I am unsure, I must not let it show. Duality is the ability to

equalize tension and manage uncertainty. There are times that I was unsure about my role as a

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leader; however, I did not hesitate to pretend to have it all in control (McBride, 2011;Stend,

2008).

Leadership legacy

When thinking about leaving a legacy there are three questions that one should ask

(Stanley, 2003):

What do I know now that I wish I had known then?

Of all that could be said about leadership, what do I want the next generation

of leaders to know or do?

What leadership principles I wish a previous leader had shared with me when

I was a young leader?

Leadership is the influence you have on others (Banutu-Gomez, 2013). Leadership is

more than having a high-powered position within an organization. It is about when you leave,

will others be able to continue to make changes and impact others. A leader should not be treated

as bubble gum, chew it now and throw it away (Steng, 2008). Success without a successor is an

extreme indicator of failed leadership (Finzel, 2000). As a leader, I want to be remembered for

knowledge sharing. Knowledge sharing is when information, skills, or expertise is shared among

people for a greater good (Banutu-Gomez, 2013). I cannot rest until I am able to help others

identify their gifts and talents. Knowledge sharing creates a stronger sense of belonging and it

will lead to an increased innovative and collaborative community (Liebowitz, 2008). People will

realize that organizational goals can be achieved when they recognize they can cooperate and

share information, listen to each other’s ideas, and responds through positive interdependence

(Kouzes & Posner, 2002, p.282).

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Leadership strengths and weaknesses

My grandmother always used to say that the true strength of a leader is his or her ability

to turn the other cheek when struck and show others the right way by extending their hand in the

midst of turmoil. Leaders strengths include relationships that are established by showing trust

and commitment (Liebowitz, 2008). In a previous class I was required to come face to face with

my strengths and weaknesses as leader. I often found myself trying to avoid my strengths

because I did not want the accountability or responsibility associated with leadership. I

completed the Strength Finders Survey by The Gallup Organization. The survey reviewed my

skills and knowledge I have acquired and how I was able to develop strategies to meet the

demands of my career, life, and families. The results indicated my signature themes respectively:

maximizer, relator, woo, command, and ideation. The first signature theme is a “maximize.” I

does not want to spend time focusing on weaknesses however, finding ways to capitalize on the

strengths. I refine and strive towards excellence. The second signature theme is a “realtor.” As a

realtor, I tend to associate with familiar people. I do not turn away from meeting new people, I

get a thrill from turning strangers into new friends. However, I get strength and pleasure from

being around friends that I have experienced life with. I am a risk taker and I realize that certain

risks are associated with encouraging a deepening of relationships with people. The more risks

that I take with a person proves that our relationship is authentic. The third signature theme is a

“woo.” Woo stands for winning people over. I am not easily intimidated by strangers. I find

myself wanting to learn more about the strangers. I can establish rapport with anyone no matter

the situation. The fourth signature theme is “command.” Command means I like to take charge

but not forcefully and I don’t rest until I share great ideas with others. I push others to take risks

even if it makes them feel uncomfortable. It is to uncover and develop their strengths. The final

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signature theme is “ideation.” I am amused by ideas. I constantly look to discover underlying

messages and often try to make connections. A new idea is a new challenge for me and I am

ready to take on a new challenge.

The “Setting Tone Questionnaire” purpose was to develop an understanding of the impact

of my leadership as well as identify my strengths in establishing the group/organization’s tone.

The survey results yielded similar results to the Strengths Finder survey. The results of the

questionnaire indicated that I have high preference to provide structure, clarify norms, and build

cohesiveness, and promote excellence as a standard (The Gallup Organization, n.d.). As a

leader, I must be able to convey vision and have a plan if I expect others to follow. Many people

have a personal need for structure. Personal need for structure refers to individual differences in

the need to structure one’s environment (Leicht, Randsley de Moura, & Crisp, 2013). I can

relate to the personal need for structure as indicated by “Task and Relationship Questionnaire”

results. The questionnaire identified how much I place an emphasis on relationship and task

behaviors in my life and how my relationship behavior is related to my task behavior. My results

indicated that my task score and relationship score are balanced and includes an equal amount of

giving to goal accomplishment and dealing with people.

When I think of my weaknesses the first things that come to my mind is spreading myself

too thin and not saying no. I have to learn that quitting is leading too. Understanding the

importance of leaving a failed relationship, idea, or task behind is one of the most difficult

decisions one can make but knowing where to delegate your strengths is important (Steng, 2008).

I often find myself thinking leadership occurs overnight and that it is an innate characteristic. I

have to admit that leadership takes time to develop. Just as it takes time for seeds to germinate,

the feeling of empowerment occurs over time. Therefore I have to understand that leadership is

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an ongoing commitment rather than a one-stop shop (McBride, 2011). After completing the

“Leadership Skills Questionnaire,” my results indicated that my strengths include conceptual

skill, interpersonal skill, and administrative skill. However, I did note that a weakness is

“obtaining and allocating resources is a challenging aspect of my job.”

Leadership plan to overcome obstacles

Before a leader can plan to overcome hardships, he or she must be able to acknowledge

that there are current obstacles and that obstacles are inevitable. Avoiding conflict is not possible

but managing obstacles and producing change is the key to an effective leadership plan

(Northouse, 2012). An effective plan starts with “identifying the skills to be developed and then

zooming in on the “how’s”-that is how to be acquired and how it’s going to be applied and

evident (Lang and Thomas, 2013). No one ever accomplishes success independently, success

can be achieved by reaching mutual goals (Kouzes & Posner, 2002). Before thinking about a

solution, the root of the obstacle must be identified and defined. Effective preparation can work

today as one plans how to cope with that one has to face by anticipating future needs (Cornish,

2004, p.9). Conflict is a struggle between interdependent beings over varying values, beliefs,

self-esteem, control, goals, and connectedness (Northouse, 2012). The “Conflict Style

Questionnaire” examined how I handled conflict in different relationships “A” and “B.”

Relationship “A” was a relationship with a male co-worker and relationship “B” was a personal

relationship. In both relationships I demonstrated an average avoidance, competition, and

collaboration. I was willing to compromise in relationship “A” and I was weak to compromise

in relationship “B.” In relationship “A” I was unwilling to accommodate my co-worker and in

relationship “B” I was willing to accommodate in my personal relationship.

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A leadership plan includes the understanding of anticipation of opportunities of change

and to quickly adapt to goals and objectives by being responsive to new demands. As a leader I

must learn, decide, listen, and adapt faster than average (Liebowitz, 2008). A leader must be

able to listen to out-group members. Out-group members include individuals who are

disconnected and do not identify themselves as part of a larger group (Northouse, 2012).

Listening to out-group members can offer insight of the existing obstacles. Listening must be the

largest in the listening-to-talk ratio (Kouzes & Posner, 2002). Future leaders need to see

leaders modeling the behavior that they wish to expect (Dennis, Meola & Hall, 2013).

Relationships are built on respect, trust, and good communication which are often initiated when

risks are taken and each person is challenged to try new things (Northhouse, 2012). As a leader,

one must be willing to understand that trust cannot be forced and if someone is not willing to

perceive one as well intentioned or well suited for the task, it may be little that can be

implemented to change his or her perception (Kouzes & Posner, 2002, p.288).

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References

Banutu-Gomez, M. (2013). The pivotal importance of leadership, knowledge sharing, and organization culture. The Journal of American Academy of Business, Cambridge, 18(2). 238-244

Clawson, J. G. (2006). Level Three Leadership: Getting Below the Surface. 3rd ed. Upper Saddle River: Pearson Prentice Hall.

Cornish, E.(2004). Futuring:The exploration of the future. Bethesda, MD: World Future Society

Dennis, D., Meola, D., & Hall, M. (2013). Effective leadership in virtual workforce. Training and Development, 66(12), 46-51

Finzel, H. (2000). The top ten mistakes leaders make. Colorado Springs, CO: Zondervan Publishing House.

Hunter, D. (2013). Wolf in sheep’s clothes: The dark side of charismatic leaders and supportive followers in crisis situations. The Journal of American Academy of Business, Cambridge. 18(2), 54-61

Kouzes, J. & Posner, B. (2002). Leadership the challenge. (3rd edition) San Francisco, CA: Jossey-Bass

Lang, A. & Thomas, B. (2013). Crossing the canyon from technical expert to first-time leader. Training and Development, 67(3), 36-39

Leicht, C., Randsley de Moura, G., & Crisp, R. (2013). Need for structure predicts leadership preference. Group Dynamics: Theory, Research, and Practice, 17(1), 53-66

Liebowtiz, J. (2008). Think of others in knowledge management: making culture work for you. Knowledge Management Research & Practices, 6, 47-51

McBride, A. (2011). Taking leadership seriously. The American Journal of Nursing, 111(3). 11. doi: 10.1097/10.1097/01.NAJ.0000395214.70390.fc

Northouse, P. G. (2012). Introduction to Leadership: Concepts and Practice. Thousand Oaks: Sage.

Rath, T. & Clifton, D. (2009). How full is your bucket?. New York, NY: Gallup Press

Stanley, A. (2003). The next generation leader 5 essentials for those who will shape the future. Sisters, OR: Multnomah Publishers Inc.

Steng, R. (2008 July 9). Mandela: His 8 lessons of leadership. Time Magazine. Retrieved from http://www.time.com/time/magazine/article/0,9171,1821659,00.html

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The Gallup Organization (personal communication, July 7, 2011)

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