Week 2 1/23

In considering where to start my journal, I choose to begin Cronin’s words: “Leaders need to be able to discover their own strengths and the strengths of those with whom they work.” In order for forward movement to happen, a leader must know what he or she is working with or is capable of achieving.[MA1] Each author of this week’s reading seemed to suggest certain criteria for leadership, but they seem to vary in terms of which leader leads where. [MA2] For instance, Cronin’s leadership model seemed to be geared towards those who are most focused on satisfying people, whereas McCall’s seems to be geared towards creating leadership within the business world. Yet, I could see each author’s example of leadership played out through various leader’s I‘ve had, in a number of different capacities. [MA3]And ironically enough, the readings have allowed me to label some leaders based on the articles. For myself, McCall’s made me laugh at his notion of a feisty leader, as he seemed to have my biography on hand while writing his description![MA4] I also noticed other leadership styles and tactics in my coworkers after reading that article.

On another note, from the class discussion, it seemed that many were concerned with the various author’s lack of focus on teams and leadership, which was understandable as we often view leadership from the team perspective. It was interesting to note that a number of us felt there to be different leadership characteristics that varied across genders, which is intriguing. Yet, the one common trait that I pulled from the readings was that every author seemed to believe that all leaders have “good” traits, but as Curry points out, no one every really defines “good.” [MA5] Yet, they all mention good leadership as being essential to an organization’s survival. All in all, this week really made me question exactly what type of leader I wish to be, which I believe will be most influenced by the organization in which I work.[MA6]

Week 3 2/30

Okay, I will admit, this week’s reading gave me the impression that some of the authors are so busy looking for unity and world peace that they forgot to include reality in the discussion.[MA7] While I believe in seeking out input from those within an organization, I also believe that a leader is in his or her position due to an ability to stand out in the crowd, not simply become a part of it.[MA8]Yet, I kept getting the impression that the authors believed that leaders should give up some of their power in order to create a better work environment, yet I believe that to do so could be detrimental to the organization. Yes, I believe that I leader should always value and be conscientious of his followers and their input, yet be able to stand alone, or as we put it in class, “have a vision.”[MA9] I once read a quote that says “to lead an orchestra, a man must first turn his back to the crowd,” [MA10]and I believe this to be true in a number of cases. I can use my current place of employment as an example. Nearly two years ago, a new director was hired, and I must say, a number of my coworkers were quite dissatisfied with him, as was made apparent by their conversation and their attempts to question his competency. Personally, I believe that a number were just afraid that he would create too much change, and thus they chose to fight him in his attempt to make progress within the department. While I believe that he was trying to be inclusive in terms of the changes he was proposing, many of those within the department refused to participate in any meetings, activities, or workshops that provided insight in regards to his rationale for the proposed changes. Because they refused to even venture to understand his point of view or take part in the planning, when the changes were put into effect, some acted as though he’d created a great sin. The sin? He did not seek input or consider others in the decision-making process! Because I chose to take part in the planning process, I knew their claims to be unfounded, which frustrated me, as I soon saw the great division within the department. The point that I am making is simply that he did what he was hired to do---lead. And while I wholly believe that it was important that he sought out input, ultimately he had to go where his vision was leading him. Did I agree with every change he made? Absolutely not. But I realized that he was the leader and had a right to try things his way. [MA11]From DePree to Rizvi, each argues the value of creating good followership, but my question is, what if people refuse to follow, due simply to their belief that change is not necessary? DePree notes change to be essential for organizational survival, and I believe this to be true. And by change, I mean not simply the system, but often, the people within it. [MA12] It seemed as though the class (through my personal discussion with classmates) all seemed to buy into the notion of a leader’s ability to lead in spite of obstacles, but we didn’t really seem to but the various author’s notion that must have complete approval of his/her followers in order to do their job. However, they did note that followers are important for any organization’s survival, yet they realized that not everyone is going to be on one accord. After all, we know that a utopia does not exist…[MA13]…

Week 4 2/5

Women rule! [MA14]Okay, on a more serious note, I have to agree with the readings that suggest that women lead differently than men (Cross-leadership in the connected mode) as we also discussed previously. This particularly ties into the notion of fear. While I believe that fear can impose limits on us, I also believe that a number of leaders lead by fear, as I shared during the class discussion. Within my own place of employment, I have a coworker who seems to have a knack for intimidating his staff into performing. And while I will say that his strategy works, I also know that many of his staff are applying to switch substaffs next year in order to avoid his leadership style. Yes he is a leader[MA15], but he is not creating a true followership-he is simply creating a staff that does assignments as expected.

Julie asked the question of the role we feel heart plays in leadership, and I believe that it has the greatest role of all. [MA16] Simply put, people can tell when you love what you are doing, and they also know when their leader is simply going through the motions. As I mentioned during the class discussion, I currently find myself in a situation where it is quite obvious that my boss is simply going through the motions, due mainly to the fact that her vision for the department does not align with that of her supervisor. They recognize that she does not believe in what she is doing as a leader, and many have chosen to also become apathetic. Ultimately, it is apparent that she now lacks both heart and vision, two elements which are essential in our roles as residence life staff. And as I explained to her, the fact that the mentor staff realizes that she is no longer giving 100% makes it harder for me to keep them on task, as they know that they will not be harshly disciplined for failure to meet standards. Obvious, this has an effect on my ability to be a leader and create good followership. The ripple effect is obvious, due to their realizing that she doesn’t care, so why should they? Obviously, heart is important in leadership because it gives followers the sense that you care, and ultimately gives them reason to do the same. DeVries states that leadership cannot exist without vision, and I am noting this firsthand as I struggle to remain a leadership in my own workplace in spite of the setbacks that occur.[MA17]

Week 5 2/11

Wow! I felt like I was involved in a discussion of religion today, versus morality and ethics. It was interesting to note that when Rick asked the question of where we derive our values and ethics from, more that two-thirds of the class pointed out their religious values as the source of their morals. I will admit that I was somewhat concerned with a classmate who was very quick to label his religious upbringing as the right way, and all others to be wrong, especially in light of the fact that so many cultures and religions are represented in our small, yet diverse class. However, I did truly respect the fact that he allowed himself to be so vulnerable, as he really opened the door for others to discuss their systems of values. [MA18] It was also a good experience for me because it confirmed my belief that as leaders, we all have a great amount of growing and developing to do. As John Gardner stated, “it’s what you learn after you know it all that really counts.” [MA19] And I truly believe that by the end of the class, as leaders, we will all be at a different point than where we are now in terms of our development. [MA20]In closing, I think that Rick did a good job of trying to get us to refocus on the issue at hand, and at the same time, allowed us to take the class discussion to a place where people really let down their guards and spoke from their own experience.[MA21]

Week 6 2/16

Referring back to the class discussion, I guess the notion of context also relates to situational leadership in some aspect, huh? I know I can think back to a number of times when I viewed a leader’s performance and thought “if it were me, I would have done….” The truth of the matter is that a leader has to be able to stand on his on two feet and meet the needs/demands as necessary, not simply try to please everyone.[MA22] Often, I know that as humans we are quick to criticize without ever stopping to analyze. And that is where a leader must really use his best judgment. I know that we’ve all had to go against the grain at one point or another…
As far as leadership within culture, I truly believe leadership to be partly derived from cultural values.[MA23] For instance I know that my leadership style is somewhat derived from my gender, but it is also greatly derived from my culture and the era in which I was both born and raised. Further, my style is based upon my education and experiences, which round out how I choose to operate as a leader. And in knowing that I am made up of so many parts, it is somewhat disturbing to know that people often view me and my leadership through the lens of my race, versus simply the leader I am.[MA24] While I would never want a person to disregard my race, I find it to be disturbing for a person to make comments such as “you’re a very articulate black woman,” or “you are a great leader among your race.” [MA25] Hard to believe that (educated) people would say such things, right? It’s as if some people believe that being black and a leader could never simply go together, only extraordinary African Americans can really lead. I have even noted this underlying sentiment in various conversations I’ve had with a member of this very course. I guess in essence, I simply want to leave my mark as a great leader within society, not simply an outstanding BLACK leader.
In closing, I thoroughly enjoyed the class discussion; it has definitely given me a lot to think about. [MA26] As I continue to journal and read, I often reflect on the discussion within the course setting and I realize just how much I am learning—not only about the coursework, but also about my own view of leadership[MA27] and what truly makes a leader.

Week 7 2/25

This week’s readings really made me proud to be a woman! While the readings detailed some of our struggles to be seen equally, it was also good for me to note the great amount of progress that has come about due to women leaders. Yes, I know that women are still not even close to getting the credit due, yet when I look back to just how far we’ve come, it makes me want to be a part of the future wave of women on a mission to achieve success as leaders.[MA28] In “Women Who Lead,” it was almost as if I could feel the struggle of the woman president who stated that in her leadership position, it often seemed that she had to educate people about working with women, and moreover black women. She mentions the notion that we bring our cultural baggage with us, and I wholly agree, as I constantly feel as though my race is on center stage in a number of the leadership roles I have had. The same appears to be true for other minority women such as Asians, as discussed in the narrative in the readings. I can even note a number of experiences within my graduate program where I was expected to speak for my race. It bothers me that I often feel as though I must talk about my ethnicity and the problems minorities face, but it bothers me more that I feel that I am put into that position due to a lack of understanding on the part of others. It’s as if I have to prove myself on a continuous basis, and justify why I deserve to be where I am. In a sense, it makes me feel vulnerable, yet it also helps me to succeed in my endeavors; I know that there are some people who expect me to be the weakest link. The same appears to be true for other minority women such as Asians, as discussed in the narrative in the readings.[MA29] While this may not be the right thing to say, it was somewhat relieving to note that my experiences and the experiences of other black women could be shared with others; at least I know that we are not alone. [MA30]

I also view the leadership role from the standpoint of the “Geeks and Geezers” article; I also believe that the era shapes individual leaders.[MA31] I recognize that the leader I try to be differs greatly from the leadership role of my grandmother, based upon the times in which we both live(d). I guess that I am a child of the television era, whereas my grandmother, born in 1932, was a child of a different breed. In many instances the era has dictated the kind of leader that we are able to become. I just hope that I can reach my full potential……..

Week 8 3/4

After this week’s discussion, I know now that I am not the only one who feels the student affairs profession to be undervalued. Ironically, the topic of the assignment is “Managing Meaning” and I find that it has been become constantly more difficult for some student affairs professional to manage meaning when working in a system that seems to take them for granted. But as Ann Marie pointed out, it is often up to us to create meaning for ourselves, as they can have a great effect on how we do our jobs, especially as systems change.[MA32] I have found that the hardest thing for some within my profession is in dealing with change, as some have become so used to the way things were. On the other side sits the error of leaders who believe that the changes they propose will always be openly embraced, and that their systems will fall into place, which is not at all the case. As the Bridges article mentioned, “The trouble is, most leaders imagine that transition is automatic -- that it occurs simply because the change is happening. But it doesn't.” This also ties into the notion of “vision,” as the lack thereof can be detrimental in the ability of a leader to lead. If others within the organization fail to see the meaning in an organization or its goals, success will be evasive, and ultimately will lead to the inability to both find and manage meaning.[MA33]

Thank you for very meaningful and thoughtful reflections, D’Andra! What a pleasure this is to read and to learn from you in this way. Whenever you are able to share in class, I think we all gain so much and now, having read your journal, I’m even more convinced of the importance of your thoughts to our collective growth and experience. Thank you for your perspectives, your candor, and your commitment to leadership! marilyn

[MA1]ok

[MA2]ok

[MA3]good!

[MA4];-)

[MA5]do you have a definition for this?

[MA6]ok

[MA7]smile

[MA8]ok; fair enough

[MA9]is standing alone the same as having a vision?

[MA10]at the same time, it didn't say turn his back on the orchestra....

[MA11]this is a nice application of the theory to practice, D'Andra.

[MA12]ok

[MA13]yet, anyway... :-)

[MA14]☺

[MA15]when you step back from it, do you really think that leaders lead by fear? and/or is this a different kind of head person?

[MA16]ok

[MA17]ok

[MA18]ok

[MA19]nicely put together, D'Andra.

[MA20]I hope so!

[MA21]ok

[MA22]yes and as you note, this isn't easy!

[MA23]ok

[MA24]ok

[MA25]You and Nevra would enjoy some heartfelt discussions with each other around this topic, D'Andra. She feels quite as you do.

[MA26]good!

[MA27]This is wonderful feedback and is really at the heart of the matter!

[MA28]ok!

[MA29]yes

[MA30]What seems key is this last point and having more and more people come to believe it!

[MA31]yes

[MA32]yes!

[MA33]definitely!