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A Different Kind of Leader

 

For the last 20 years of my professional career, I’ve found myself getting very familiar and acquainted with my teams. Prior to learning many of the things I have in my leadership courses, I was already making connections with coworkers and using enthusiasm to drive meaning. Transformational leaders set out to empower followers and nurture them in change. They attempt to raise the consciousness in individuals and to get them to transcend their own self-interests for the sake of others (Northouse, pg. 175). Although I routinely find myself falling into the authentic leadership style, I also realize that exhibiting great leadership means using multiple leadership styles based on the situation, thus situational leadership. I feel that I will continue to be a successful leader and build on those skills by reminding myself of the journey life has taken me to get where I am. It is easy to get caught up in the busy day of work, family and other priorities, so reflecting on the present is just as important as looking into the future or remembering your past. I will be a successful leader by continuing to be authentic, use common sense and empathy when working with others, even if the situation turns ugly. Building positive relationships in negative circumstances or with negative people requires special skill (Whetten & Cameron, 2016, p. 191). Denning (2016) discusses dimensions of leadership more directly and this is how I plan to use it in my own ways.

The interactive leader works with the world rather than against it

I’m all for doing things more efficiently, especially when it has other benefits. This isn’t about just saving time or movement, but about the ability to be a leader when the world pushes against me. I know there will be times when I need to work harder to get something accomplished, but when that resistance starts increasing, I shouldn’t work harder, but work smarter. I believe I can use my skills as a leader to understand how to maneuver around barriers that would normally cause problems. When things start to work against me, I need to realize this shift and change my behavior.

Interactive leadership builds on personal integrity and authenticity

Being a leader requires integrity and coupled with my authentic leadership attributes, I know that I will always return to these elements. Such leaders call for sacrifice in the pursuit of moral principles and higher goals, validating such altruism by looking beyond the present moment to frame a future worth striving for (Goodwin, pg. 235). It is important to me to lead by example and many times than not that means I need to avoid painful and embarrassing decisions made out of spite or impulse. No one will follow me if I act like an asshole.

Interactive leadership doesn’t depend on the possession of hierarchical authority

This could not be truer. Even when I was a lower level employee, I knew that I needed to act like a leader, otherwise I wouldn’t be treated as one. If it walks like a duck…well, it’s a duck! No matter where someone is in an organization, we can all use our abilities to lead. I’ve seen too many occasions of someone trying to lead, but they are put down because of their title. The hierarchical authority really doesn’t matter in my book. If someone wants to do the right thing and lead, then we should give them that opportunity.

References

Goodwin, D.K. (2018). Leadership: In Turbulent Times. New York, NY: Simon & Schuster.

Northouse, P. G. (2018). Leadership: Theory and Practice (7th Ed.) Los Angeles, CA: Sage Publishing.

Whetten, D. A., Cameron, K. S. (2016). Developing Management Skills (9th ed.) Boston: Pearson.

 

 

 

 

 

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