Personal Leadership Platform 10

Personal Leadership Platform 10

Personal Leadership Platform

William T. Noel, Sr.

Virginia Commonwealth University

Personal Leadership Platform

The conclusions drawn from the 360 Report on Leadership Skills assignment suggested that my supervisor and I have similar impressions of my leadership performances and abilities. His opinions are taken seriously due to the fact that we have worked together for the last five years. There is a level of trust and respect that enables us to get past the rough times when we might disagree. It is noteworthy that our ratings were identical for setting direction, teamwork, judgment, results, organization, and self-awareness. Also, he offered a higher rating for sensitivity, oral/written communication, and the development of others. From the 360 Report on Leadership Skills, the following points are addressed.

Purpose of Leadership

The ultimate purpose of leadership is the creation of an environment that is suitable and conducive to achieving a mutually desired goal. True leaders are able to create the mind-set among followers that the mutually agreed upon goal is worth pursuing. The person who holds the leadership position will share in the organization’s success, yet take full responsibility when there is failure. Leadership also involves being accountable and responsible for the entire group.

Accountability and leadership are two incredibly synonymous words. The common thread between them is the state of being liable, answerable, or responsible. Peter Drucker says, “Strong leadership and building a culture of accountability are both crucial elements to increasing your company’s capacity for growth. Leadership is helping organization members see a bright and exciting future and collectively work toward it. It is the role of visionary, coach, cheerleader, pilot and listener all rolled into one. Bottom line . . . you have to champion the values, attitudes and behaviors you want to see in your team. People will do what you do - not what you tell them to do. Learn to act as the guiding star that motivates them to keep moving forward, accept more responsibility and improve their skills” (Thomas, 2009).

Relationships

Relationships are at the center of any thriving work environment. In order for a leader to enjoy success in their chosen profession, there must be present a kind of work environment that invites free-thinking and open two-way communication. “The supervisor-subordinate relationship appears to be a critical—possibly the most critical—relationship in the workplace. A poor supervisor-subordinate relationship is the leading cause of employee attrition” (Buckingham & Coffman, 1999). Not only must there must be a high level of trust between the leader and followers, but also an understanding that the welfare of the organization is more important than any individual agenda. That high level of trust will alleviate any hard-feelings when the leader makes decisions that are not popular with the constituency. “Trust lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible” (Lencioni, 2002, p. 195).

The relationship between the leader and his/her constituency should mirror Lencioni’s description of trust, “Trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group” (Lencioni, 2002, p. 195). Lencioni placed trust at the foundation of his list of dysfunctions because it is at the heart of any relationships and teamwork. It is a matter of time before a toxic environment emerges if the leader fails to establish positive relationships with his or her subordinates.

Shared Leadership

Successful leaders will request input from followers on decisions that will have a direct effect on the organization. Shared leadership is most beneficial when the leader desires to increase buy-in, empower the staff, and to create a sense of belonging. “It describes a dynamic interactive influence process among individuals in groups, for which the objective is to lead one another to the achievement of group or organizational goals or both” (Pearce & Conger, 2003). The effective leader seeks to form and strengthen alliances with the informal leaders within the organization by including them in the leadership responsibilities.

It is found in Bolman and Deal’s Reframing Organizations: Artistry, Choice, and Leadership, that forming alliances and partnerships are actions found in a Political frame. The leaders create a base of power that will defend the objectives of the organization. This style of leadership is also quite helpful when there is a decline in the organization’s morale. When workers are made to feel like they have no meaningful input, or their thoughts are not valued there tends to be animosity between leader(s) and workers. If not addressed, that animosity can, and will lead to a number of negative outcomes. “Treated like children, employees behave accordingly” (Bolman & Deal, 2008, p. 150). Seeking input from the workers will have an incredible effect on them as well as on the organization’s end product. “This gives workers more opportunity to influence decisions about work and working conditions. The results have often been remarkable” (Bolman & Deal, 2008, p. 150).

Motivation

Money and personal gains are outwardly viewed as the primary motivators that spur individuals to contribute wholeheartedly. There is a common denominator in many motivational theories that is rooted in making individuals feel valued, and not in making money. Money and advancement have a short-term effect on the motivation of workers, whereas long-term motivation comes through human emotion. Constituents who are valued, appreciated, and accepted as part of the team tend to do more than is required in order to help achieve the organization’s goal. David Frick supports this when he writes, “The factors that are most influential are intangible, emotion-based, and intrinsic” (Frick, 2011).

Furthermore, Rath and Clifton believe individuals who are recognized for their contributions show increased productivity, form stronger bonds with their coworkers, and are likely to be loyal to the organization (Rath & Clifton, 2007, p. 4). In addition, “nine out of ten people claim that they are more productive when they are around positive people. This is because these individuals feel good about their organization and work. Thus, without a doubt, sincere and meaningful bucket filling can and do increase the morale of any organization, not to mention being an extraordinary powerful leadership strategy” (Rath & Clifton, 2007, p. 4).

Effective Leadership

The definition of effective leadership will change depending on the desired goal. If the goal is to improve test score, effective leadership can be defined by the resources and innovations the leader provides in order to better reach students’ needs. For the leader who wishes to groom future leaders, effective leadership is achieved when leaders are able to “promote from within” (Bolman & Deal, 2008, p. 146).

An extremely important example of effective leadership is to create and maintain a positive climate. The successful leader will vigorously make it the norm in the school to establish a rapport with students and parents. From that, effective leadership can be determined by the number of students who learn from our example, as well as the number of parents who are thankful for our contributions.

Personal Characteristics

Ask ten people, “What personal characteristics are possessed by a successful leader?” and there might be ten different answers. There are a few personal characteristic, however, that are commonly practiced by successful leaders. First, successful leaders care about and seek to establish a rapport with those they lead. Relationships are essential to success in any organizational setting. Arguably, the formations of relationships are more important than the knowledge of the leader.

A second characteristic that is possessed by successful leaders is honesty. Leaders who are transparent, ethically and morally upstanding will earn the trust and respect of his/her constituents. Next, successful leaders are strong communicators who compel others by passionately delivering their vision. Moreover, if a leader is going to be successful, they must be knowledgeable, competent, and oftentimes, a quick-thinker. All three are necessary characteristics if the leader is to adapt and adjust to any unforeseen situation that confronts the organization.

Preferences (MBTI & LCI)

There is no one personality-type or learning style that is better suited to be an effective leader. However, two preferences that are most beneficial to my leadership role are “Thinking” from the MBTI and “Precision” from the LCI. Both preferences are synonymous at its most basic point.

At some point of everyday, Assistant Principals are called to settle a dispute, investigate a violation of the school’s rules, or play the role of peace-maker. For those three examples, and any other, the “Thinking” MBTI indicator best fits my role. When making decisions, those who prefer the “Thinking” indicator use logic, facts, and objectivity. Similar to that, is the LCI preference of “Precision” that is a Use First when making decisions. Under this preference, individuals like to have all of the facts and follow a step-by-step plan of action to solve the problem. When dealing with the everyday issues that arise, it is that fact-based, step-by-step plan that is logically and objectively followed.

Desire Leadership Style

In one passage of Drath’s book, The Deep Blue Sea: Rethinking the Source of Leadership, Elena Zoffner asked her dad, “How do you get people to pull together all the time?” (Drath, 2001, p. 3). Karl told his daughter, “I just pull from in front” (Drath, 2001, p. 3). Karl’s answer to his daughter is how I would like to be viewed as a leader. I would like to be one who is knowledgeable of the craft, but more importantly, one who leads by his deeds, and not simply by words.

Drath mentioned that on more than one occasion, Karl stood with his workers to make sure an order was ready for a customer (Drath, 2001, p. 2). Knowledge may be viewed as the most important aspect of a leader; however, ask any of the workers standing next to Karl and there will be a different answer. Individuals can learn the business in a relatively short period of time, but earning the trust and admiration of employees takes a great deal of time and patience.

Drath’s personal dominance speaks to how the “followers commit directly and personally to the leader – not just because of their belief in the efficacy or rightness of the leader’s vision but because of their belief in the leader’s being as a leader” (Drath, 2001, p. 23). Leaders who have personal dominance have followers who are committed to a personal quality they possess. Karl Zoffner was that type of leader and that is a leadership style worth emulating.

Impact of the Three Texts

The common theme taken away from the texts we have read has emphasized the importance of relationships and teamwork. Each text stresses to significance of making a connection with those with whom we work and/or lead. I was pleased to learn from Patrick Lencioni’s text that trust and relationships are at the cornerstone for working as a team.

While I did not agree with a few of Drath’s ideas, there was an absolute connection with his ideas on Personal Dominance. Some leaders are successful, not because of some feat, but because followers are committed to the leader as a person. The leader has had such a profound impact on the followers they are compelled to assist with the task at hand.

The Human Resource Frame of Bolman & Deal ties in with Lencioni’s Absence of Trust and Drath’s Personal Dominance in that it “centers on what organizations and people do to and for one another” (Bolman & Deal, 2008, p. 117). This frame is all about people as people and not as mere workers in an organization. The texts revolve around treating people with respect, and showing them that they matter. When this is accomplished, the employees are much more inclined to go above and beyond to satisfy the leader.

Impact on Leadership Platform

My childhood environment had the greatest impact on my leadership platform. Growing up with such strong role models definitely shaped who I am as a person and greatly affected the way I lead. My parents stressed religion and the importance of education. Regarding education, they would say, “Education is the passport to the future; for tomorrow belongs to those who prepare for it today.” Their belief in the value of education, coupled with that quote, is the driving force in why I remain in education. There is a great deal of passion when it comes to educating children. Education serves as a means to level a previously uneven playing field.

I have worked in the public school system as a teacher, coach, or administrator for nearly 20 years. In that time, a number of students have devalued the importance of education. Because of this, I want students to view education as the “great equalizer”, an instrument in overcoming barriers. Another point that has impacted my leadership platform is the idea that being educated is synonymous with being a nerd, or being a sellout. There seems to be an ethical duty for me to spread the message I learned as a child.

References

Bolman, L. & Deal, T. (2008). Reframing Organizations: Artistry, Choice, and Leadership.

Buckingham, M., & Coffman, C. (1999). First, break all the rules: What the world’s greatest

managers do differently. New York: Simon and Schuster.