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Leadership


            As a class we defined a leader as one who elevates everyone around them toward the relentless pursuit of universally accepted values and embodying the values that withstand the test of time. During this course as a class and individually we have looked at and compared many leadership styles; each of us attempting to identify the style we currently use and the style we would like to develop for future leadership opportunities.
             As I read the assigned handouts and chapters in the Organizational Behavior Reader and Good to Great I tried to identify characteristics I currently posses and ones I would like to develop. Currently I find myself in a position which prevents me from utilizing my own leadership styles. Currently I am required to be more of a transactional leader. The organization I work in would like its leaders to assign task and be very analytical; working with others only if there is a problem with the assignment. I always make myself available if there are questions, but if no one asks I assume they know what they are doing and leave them to complete the task. It is expected of individuals who want to lead to develop themselves to a certain extent. I want to clarify that this is not a company wide issue but only departmental. .
             Though I do now realize my personal leadership style also lacks traits I would like to develop. I do not empower others in my group often enough. I tend to do things myself to assure myself they are done timely and correctly. This is a fault I am trying to correct with self-leadership.
             The personal leadership framework I hope to develop throughout my career will be a mixture of leadership styles we studied during this course. Many of the styles had successful elements but were not for me. .
             Self-leadership is an important element in any leadership framework. If you don't exert influence on yourself to set objectives and manage the direction you are traveling it will be difficult to effectively lead others.


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